To AI or not to AI? Unpacking the Hamletian dilemma in public organizations’ work processes through a socio-technical perspective

Purpose This study investigates how the socio-technical integration of artificial intelligence may enhance organizational processes within judicial offices through an experiment conducted at the Court of Appeal of Salerno, in Italy. Design/methodology/approach Adopting the Lean Six Sigma framework, the research followed the five phases of the DMAIC model to map, analyze and improve the process of extracting and delivering statistical data. The experimentation included the development and testing of an AI-based digital assistant to support the work of magistrates and officials. Findings The results indicate a potential significant reduction in lead times to deliver data to stakeholders. The digital AI assistant has been shown to facilitate access to data even for non-expert users, improving efficiency and reducing dependence on individual resources. The socio-technical perspective provided an interpretative framework useful for understanding the alignment between technology, organization and human capital. Originality/value The research represents one of the first attempts to apply Lean Six Sigma and socio-technical theory to the introduction of AI in judicial contexts. It provides practical implications for improving public services and contributes to the debate on the sustainable adoption of AI in public administration.