Corporate investment in AI is surging, yet firms differ sharply in how far that capability translates into business outcomes. Addressing this gap, this study examines how human AI skills of employees convert into a firm's technology commercialization capability (TCC) through risk management, and how this conversion is activated by the boundary condition of strategic flexibility. Human AI skills exert a strong direct effect on TCC, yet their conversion into risk management does not occur unconditionally: it is activated only when strategic flexibility exceeds a critical threshold. This absence of an unconditional main effect, coupled with a significant conditional pathway, reframes the question of AI capability from one of mere possession to one of when and under what condition it is activated. Notably, although the conditional pathway was significant only in the manufacturing sample, a direct test conducted after establishing measurement invariance showed no significant industry difference, underscoring that a within-group effect in one industry is not equivalent to a difference between industries. By showing that the transfer of AI-based human capital into organizational outcomes is neither linear nor universal but conditioned by organizational flexibility, this study advances theory and practice on capability transfer in the AI era. Because all variables were self-reported by a single respondent, the findings should be interpreted as relationships among perceived organizational characteristics.