From AI Hype to Workflow Reality: A Strategic Framework for Integrating Generative AI Across Organizational Functions
Citation. Sarkar, A. (2026). From AI Hype to Workflow Reality: A Strategic Framework for Integrating Generative AI Across Organizational Functions. Organizational Dynamics, 55(1), 101202. https://doi.org/10.1016/j.orgdyn.2025.101202
Summary. Sarkar presents a four-phase organizational framework for moving generative-AI use from decentralized experimentation to durable workflow integration: Explore, Codify, Integrate, and Elevate. The article frames prompt fluency as an organizational capability built through shared prompt libraries, workflow documentation, evaluation criteria, and learning loops rather than as an individual technical skill alone. It argues that AI deployment must balance experimentation and scaling with governance, auditability, human review, privacy, and continuing capability development.
Key claims
- Organizations can move beyond isolated AI pilots by progressing from low-stakes exploration to codified practices, recurring-workflow integration, and institutionalized learning and governance.
- Prompt fluency is presented as a collective capability when effective prompts, use cases, evaluation criteria, and refinements are documented, shared, and connected to workflow telemetry.
- AI workflow integration should define output-quality, time, user-satisfaction, integration, and risk metrics rather than treating tool access or pilot activity as evidence of transformation.
- Governance that prevents all experimentation can drive AI use underground, while unconstrained experimentation leaves organizations unable to learn systematically or manage privacy, bias, and accountability risks.
- High-stakes AI workflows require explicit human review gates, escalation conditions, audit trails, versioned prompt libraries, and periodic checks for performance changes after model updates.
Evidence & limitations
- This is a strategic, practitioner-oriented journal article that synthesizes cited secondary evidence and illustrative organizational vignettes; it does not report an original comparative or longitudinal test of the four-phase framework.
- Reported performance figures and adoption statistics are attributed to cited external studies and industry sources, so the framework itself should be treated as a proposal rather than causal evidence that the sequence produces transformation outcomes.
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