Aug 2026· European Conference on Knowledge Management· Vol 27, pp. 841-847· 0 citations· 15 references
TL;DR
A multi-dimensional benchmarking framework that embeds responsible AI within organizational learning systems and reframing benchmarking as an institutional governance architecture that connects AI performance, human oversight, and organizational learning is proposed.
Abstract
As artificial intelligence (AI) becomes embedded in organizational decision-making, firms must balance algorithmic efficiency with human expertise and learning. While AI improves prediction and automation (Davenport & Ronanki, 2018), opaque machine learning systems may reduce interpretability and weaken professional judgment (Burrell, 2016). Research on AI in management further shows that AI reshapes rather than replaces expertise, creating tensions between automation and augmentation (Raisch & Krakowski, 2021). However, most AI governance and explainability approaches emphasize transparency principles or technical metrics without integrating them into ongoing organizational learning processes. This study proposes a multi-dimensional benchmarking framework that embeds responsible AI within organizational learning systems. The framework focuses on four dimensions: (1) explainability metrics assessing both technical transparency and user comprehension; (2) systematic bias and fairness evaluation; (3) robustness testing under uncertainty; and (4) structured human-in-the-loop validation that records expert overrides and incorporates them into retraining cycles. Unlike traditional model evaluation centred on predictive accuracy, or periodic governance audits, benchmarking is conceptualized as a continuous socio-technical feedback mechanism that supports adaptive capability and preserves human epistemic agency. Methodologically, the study combines comparative case studies of AI-enabled decision systems, simulation experiments comparing evaluation approaches, and longitudinal organizational data analysis examining override patterns and learning effects. The primary contribution is reframing benchmarking as an institutional governance architecture that connects AI performance, human oversight, and organizational learning. By embedding evaluation within knowledge processes, the framework advances prior governance and explainability models toward sustainable, human-centred AI integration.
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