AI adoption in HR: AI trust in digitally lagging organisations

Artificial intelligence (AI) holds transformative potential for human resources (HR), yet its adoption remains limited, particularly within the broader context of digital transformation (DT). Although trust is widely recognised as a critical enabler of AI adoption, little is known about the organisational conditions under which this trust develops, especially in firms with low digital maturity. This study investigates how configurations of organisational factors, namely technology, digital skills, culture supporting DT and HR’s involvement in DT initiatives, can shape trust in AI adoption within HR practices. The methodological approach followed two steps: (1) the questionnaire design was validated through insights derived from interviews conducted during a case study analysis, and (2) a fuzzy-set qualitative comparative analysis using survey data was employed. The findings contribute to shedding light on trust enablers and hindering factors that positively influence AI adoption in HR practices. Results show that trust can emerge even in digitally less mature firms when HR functions are strategically involved in broader DT initiatives. Conversely, HR digital skills and functional involvement together with cultural readiness can foster trust independently without top-down managerial involvement. These findings challenge conventional assumptions that digital maturity and leadership engagement are conditions for fostering trust in the adoption of new technologies. By uncovering multiple pathways to trust, this study contributes theoretically by framing trust as a configurational, organisational-level outcome. This work aims to advance the discourse on technological innovation in HR, providing valuable insights for practitioners and scholars to support digitally lagging organisations navigating the challenges of AI adoption.