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AI monopoly and why it backfires on talent management

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  • Zhu, Jiawei
  • Ma, Chao

Abstract

Over the past decade, the rapid advancement of artificial intelligence (AI) technologies has spurred a wave of ambitious initiatives from leading technology giants, as well as significant policy responses from governments worldwide (Taeihagh, 2021). Companies such as Google, Microsoft, Amazon, and OpenAI have invested heavily in AI research and development, aiming to push the boundaries of machine learning, natural language processing, computer vision, and other AI-driven innovations (Odhabi & Abi-Raad, 2024; van der Vlist et al., 2024). These advancements are not only transforming industries but are also reshaping workplace dynamics such as talent management (Vaiman et al., 2021) and organizational behavior (Mudunuri et al., 2025), creating new challenges and opportunities for industrial-organizational (I-O) psychology (see Asfahani, 2022 for a review). As AI technologies become increasingly integrated into various human resource (HR) practices and decision-making processes (Vrontis et al., 2022), I-O psychologists are uniquely positioned to address the implications of these changes for workforce development and organizational effectiveness.

Suggested Citation

  • Zhu, Jiawei & Ma, Chao, 2025. "AI monopoly and why it backfires on talent management," Industrial and Organizational Psychology, Cambridge University Press, vol. 18(3), pages 303-310, September.
    • Handle: RePEc:cup:inorps:v:18:y:2025:i:3:p:303-310_4
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