Strategic organizational decision making in today’s complex world is a dynamic process characterized by uncertainty. Therefore, diverse groups of responsible employees deal with the large amount and variety of information, which must be acquired and interpreted correctly to deduce adequate alternatives. The technological potential of artificial intelligence (AI) is expected to offer further support, although research in this regard is still developing. However, as the technology is designed to have capabilities beyond those of traditional machines, the effects on the division of tasks and the definition of roles established in the current human–machine relationship are discussed with increasing awareness. Based on a systematic literature review, combined with content analysis, this article provides an overview of the possibilities that current research identifies for integrating AI into organizational decision making under uncertainty. The findings are summarized in a conceptual model that first explains how humans can use AI for decision making under uncertainty and then identifies the challenges, pre-conditions, and consequences that must be considered. While research on organizational structures, the choice of AI application, and the possibilities of knowledge management is extensive, a clear recommendation for ethical frameworks, despite being defined as a crucial foundation, is missing. In addition, AI, other than traditional machines, can amplify problems inherent in the decision-making process rather than help to reduce them. As a result, the human responsibility increases, while the capabilities needed to use the technology differ from other machines, thus making education necessary. These findings make the study valuable for both researchers and practitioners.

Much research has been conducted on the effects of COVID-19 on company and supply chain resilience. However, few contributions have focused on small and medium-sized enterprises. These companies are claimed to be the drivers of economic growth but often lack access to resources and alternatives when interruptions occur, making them a bottleneck for supply chains. Using a multiple case study approach, this paper links resilience theory to the design of the relationships between eight German small and medium-sized enterprises and their suppliers and customers. It analyzes the way in which these companies combine contractual and relational investments across their supply chain flows of product, finance, and information in order to improve resilience. Company representatives were interviewed on three occasions between June 2018 and December 2020, that is, before COVID-19 and during the lockdowns. The results of the case study explain why and how companies of this type have been able to anticipate and manage the crisis. The interviews revealed that those companies that made the largest investments in the relational aspects of their partnerships while safeguarding product and financial flows through contracts performed best. In principle, contractual investments are higher in partnerships with suppliers. However, the precise combination of contractual and relational investments depends on the business model, the business philosophy of the CEO, and the allocation of power within the supply chain. These findings indicate that, when collaborating with small businesses, supply chain partners should focus on building relationships in order to create resilience in the supply chain.