Co-Agency in Organizations: Human–Agent Collaboration as a New Management Paradigm

Abstract

The rapid integration of artificial intelligence (AI) into organizational processes is transforming management from a paradigm of tool utilization to one of human–agent co-agency. Rather than functioning solely as automation technologies, intelligent systems increasingly act as collaborative partners that contribute to analysis, coordination, and decision-making. This shift requires organizations to move beyond performance models that optimize AI in isolation and instead design systems that enhance joint human–AI outcomes. Emerging evidence suggests that complementary role allocation, explainability, trust calibration, and adaptive governance structures are central to effective collaboration. This paper introduces co-agency as a new management paradigm in which humans and intelligent agents share decision authority, dynamically distribute tasks based on strengths, and co-create organizational value. We develop a conceptual framework outlining the structural, cognitive, and ethical foundations of co-agency, and examine its implications for leadership, performance management, and organizational design. By reframing AI as a collaborative actor rather than a passive instrument, co-agency provides a foundation for resilient, adaptive, and high-performing organizations in the age of intelligent systems.

Keywords: Co-agency; Human–AI collaboration; Human–agent teams; Artificial intelligence in management; Organizational decision-making; Trust in AI; Explainable AI; Team effectiveness; Complementary intelligence; Digital transformation.