AI
‐Enabled Corporate Entrepreneurship Through the Consumer Lens: A Process Model of Trust, Value Co‐Creation, and Well‐Being
Mohammad Nisar Khattak, Tariq Iqbal Khan, Rawan Abukhait, Dildar Hussain ABSTRACT
This study examines how consumer‐perceived AI‐enabled corporate entrepreneurship (AICE), reflected in innovation, proactiveness, risk‐taking, strategic renewal, and corporate venturing, is associated with consumer trust in AI‐enabled offerings and, subsequently, consumer value co‐creation and well‐being. Using two‐wave survey data from 560 consumers in the United Arab Emirates, the proposed relationships were examined using partial least squares structural equation modeling. The findings show that all five dimensions of consumer‐perceived AICE are positively associated with consumer trust, which is subsequently associated with greater value co‐creation and well‐being. Consumer trust mediates the relationships between the five dimensions and value co‐creation, while trust and value co‐creation provide a sequential mechanism linking consumer‐perceived AICE with well‐being. Organizational agility strengthens the associations of innovation, proactiveness, strategic renewal, and corporate venturing with trust but does not significantly moderate the risk‐taking–trust association. By integrating service‐dominant logic and uses and gratifications theory, the study extends existing perspectives into a consumer‐AI context by showing how consumers' interpretations of entrepreneurial AI initiatives are associated with psychological, behavioral, and well‐being outcomes. The findings also point to an important consumer‐side tension: although entrepreneurial AI signals are positively associated with trust and value creation, the nonsignificant moderation of AI‐related risk‐taking suggests that perceived organizational agility may not be sufficient to alleviate uncertainty associated with such risk‐taking. Managerially, the findings underscore the importance of fostering consumer trust and meaningful value co‐creation while recognizing the limits of organizational agility in addressing AI‐related risk.