How GAI orchestration, GAI anxiety and GAI augmentation shapes digital task innovation

Purpose The study examines the interaction between generative artificial intelligence (GAI)and digital task innovation by conceptualizing and hypothesizing GAI orchestration as a multifaceted variable comprising GAI integration, enablement and workflow alignment. Furthermore, the study distinguishes digital task innovation from broader concepts such as process innovation, digital innovation and product innovation. Design/methodology/approach Today, firms employ GAI technologies to enhance organizational performance, operational efficiency and productivity. Research has provided valuable insights into the role of generative technologies in product innovation; however, their impact on digital task innovation remains underexplored, particularly in relation to task redesign, workflow reconfiguration and human–GAI collaboration. The study examines the interaction between GAI and digital task innovation by conceptualizing and hypothesizing GAI orchestration as a multifaceted variable comprising GAI integration, enablement and workflow alignment. Furthermore, the study distinguishes digital task innovation from broader concepts such as process innovation, digital innovation and product innovation. Findings The findings of the study indicate that GAI orchestration is positively associated with GAI augmentation and negatively associated with GAI anxiety. GAI anxiety negatively influences digital task innovation. However, GAI augmentation noted as positive while mapping digital task innovation. Thus, the findings support the proposed dual-pathway framework. Originality/value The results highlight the pivotal role of organizations in dealing with GAI anxiety and upholding GAI augmentation for effective GAI orchestration that leads to digital task innovation. The findings also have implications for both research and practice, opening new avenues in the context of digital transformation. The study contributes by positioning GAI orchestration as a higher-order perceived organizational capability and by clarifying how GAI-enabled task innovation depends not only on technology integration but also on workflow alignment, employee enablement and augmentation-oriented use.