Artificial Intelligence and Human Resource Management: A Counterfactual Analysis of Productivity
This study explores how industrial firms could have achieved stronger competitive performance if artificial intelligence–driven human resource management (AI-HRM) practices had existed during earlier stages of industrial production. The central objective is to estimate the potential impact of AI on organizational efficiency and workforce performance by constructing a counterfactual scenario grounded in empirical data. Using an industrial firm dataset, the research develops a counterfactual analytical model that links key HR indicators training intensity, absenteeism, labor productivity, turnover rates, and workforce allocation to a set of organizational performance outcomes such as profitability, operational efficiency, defect reduction, and total output. The model employs regression-based simulations and predictive estimation techniques to project how AI-supported HR processes in recruitment, workforce planning, scheduling, evaluation, and competency management might have altered these historical outcomes. Specific attention is given to how AI could enhance precision in staffing decisions, improve skill-task matching, reduce information asymmetries in performance evaluation, and optimize the coordination between human and technological resources. Findings suggest that firms characterized by high labor intensity, rigid hierarchical structures, and limited coordination mechanisms would have experienced the strongest efficiency and productivity gains under an AI-HRM scenario. The simulations show notable reductions in absenteeism, better alignment between training and production needs, and measurable increases in output per worker. Overall, the study highlights the strategic value of integrating AI into HRM by demonstrating that, even in past industrial contexts, AI could have operated as a cognitive and organizational stabilizer, reducing inefficiencies and reinforcing the firm’s capacity to adapt, coordinate, and perform.
Cross borders companies and worldwide industry management
Emerging markets are once again gaining the upper hand. According to the World
Bank, current market trends indicate that emerging economies will account for more
than 70% of global economic output by 2050. With the economic enigmas and the
return of emerging economies, three billion new people have suddenly integrated
into the global economy, all at once: one and a half billion Chinese, one billion Indians,
and half a billion people from the former Soviet bloc. How then can the strategy that
predominates in the internationalization of a company be identified? In this study
we will define the necessary internal organization of a company and its activities and
establish what changes must be made in the internal structure of employees regarding
quantity, qualification, training and facilities for machines, technology, processes, and
quality control. Before starting to promote the company internationally, it is advisable
to check whether the brand can be used or whether it should be changed. In 2020,
the COVID-19 pandemic had profoundly affected international trade, investment and
travel. The pandemic has slowed the physical movement of people, goods and services,
which is also the slowbalization thesis, and this now deserves careful consideration.
The goal of this paper is to examine the objective of internationalization and the
international development of companies. In this study are introduced the theoretical
basis and a discussion on how exporting companies need nowadays to ask the right
questions and how the analysis of the economic management can help internationalize
their business. The second part of the study includes the results and conclusions.
Internationalization and Human Resource Management: Having intercultural understanding in the ages of globalization
This paper examines the international management of human resources. People have been one of the first challenges of any company wishing to work and develop an activity in other regions. The various movements of these human resources and competencies have implicated the phenomena of culture exchange worldwide. Intercultural conflicts, intercultural competencies, and intercultural management, are topics multinational companies did not face decades ago. Researchers worked on these differences and how humans can accept and cultivate the cultural differences in society. In recent decades, the global economic scene, and more particularly the European one, has increased international competition affecting both companies with an export profile and companies targeting the domestic market. International trade is a special case in general, it has the same principles as internal trade, but it suffers from certain changes related to phenomena caused by artificial and on the other hand natural barriers such as, distance, communication and interculturalism.