How does the introduction of AGI-based agents into teams influence their input, mediator and output? A comparison between new venture teams and established venture teams.

Sammanfattning

This thesis explores the antecedents and consequences of introducing Artificial General Intelligence (AGI)-based agents into organizational teams, with a comparative focus on New Venture Teams (NVTs) and Established Venture Teams (EVTs) in the B2B SaaS sector. Drawing on the Input-Mediator-Output-Input (IMOI) framework, the study employs a multiple-case qualitative design, analyzing 14 semi-structured interviews with key stakeholders involved in AGI integration. The research finds that NVTs, driven by acute resource constraints and a high tolerance for experimentation, adopt AGI-based agents as force multipliers to enhance productivity and innovation. In contrast, EVTs prioritize risk mitigation, quality assurance, and stakeholder alignment, implementing AGI through structured, phased processes. Across both team types, AGI integration transforms team roles, decision-making authority, and knowledge management, while raising new challenges related to trust calibration, transparency, and ethical governance. Academically, the thesis advances team effectiveness theory by demonstrating the necessity of recursive, adaptive frameworks to capture the dynamic interplay between human and artificial agents. Societally, it highlights the urgent need for responsible AGI governance and workforce adaptation strategies as autonomous systems become integral to team operations. The findings offer actionable insights for organisations seeking to harness AGI for competitive advantage while safeguarding human agency and organizational integrity.