Algorithm of Making of Managerial Decisions in the Conditions of Constant Changes

Stroeva, Olesya; Lyapina, Innara R.; Sibirskaya, Elena V.; Petrukhina, Elena V.; Plakhova, L.V.

doi:10.1108/978-1-78756-691-020191007

Cited by 1 publication

(2 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…A balance between experience and AI in CXOs' decisions Corporate management relies heavily on managerial decision-making and its main purpose is to reduce or eliminate the existing problem's consequences to achieve the best possible results soon (Stroeva et al, 2019). Our study findings advocate for a strategic resource from value co-created by CXOs and AI Figure 2 presents the relationships among the six themes emerging from our study in a framework for balancing experience and AI in CXOs' decision-making.…”

Section: Role Of Ai In Decision Makingmentioning

confidence: 76%

See 1 more Smart Citation

Finding a fit between CXO’s experience and AI usage in CXO decision-making: evidence from knowledge-intensive professional service firms

Kondapaka

Khanra

Malik

et al. 2023

JSTP

View full text Add to dashboard Cite

PurposeArtificial intelligence (AI) applications’ usage in Chief Officers’ (CXOs’) decision-making is a topic of current research interest. A fundamental dilemma is carefully planning an effective combination of a CXO’s professional experiences and AI applications’ decision-making responsibility. However, the existing literature fails to specify the value of co-creation of AI applications and the human experience in managerial decision-making. To address this gap in the literature, the authors’ examine how an ideal cognitive-technology fit can be created between human experiences and AI-based solutions at CXO-level decision-making using the theoretical lens of the Service-Dominant Logic.Design/methodology/approachThe authors’ employed a grounded theory approach and conducted a focus group discussion with seven participants to shed light on the factors that may balance AI applications’ usage and CXOs’ experience in making business decisions. This was followed by 21 in-depth interviews with employees from knowledge-intensive professional service firms to validate the findings further of a new phenomenon. Further, given the newness of the phenomenon, this approach allowed researchers a retrospective and real-time understanding of interviewees’ experiences of the phenomenon under consideration.FindingsThe advantages and constraints of both CXOs’ experiences and AI applications deserve due consideration for successfully implementing technology in knowledge-intensive professional service organizations.Research limitations/implicationsThis study may appeal to researchers and practitioners interested in the future of decision-making, as the authors’ study findings advocate for balancing CXO’s expertise and the use of AI in decision-making.Originality/valueBased on the preliminary findings, the authors developed a theoretical framework to understand the factors that govern AI implementation in an organization and how a competitive strategy may emerge from value co-created by AI applications and CXOs’ experience, particularly in knowledge-intensive professional service firms.

show abstract

Section: Role Of Ai In Decision Makingmentioning

confidence: 76%

“…Corporate management relies heavily on managerial decision-making and its main purpose is to reduce or eliminate the existing problem’s consequences to achieve the best possible results soon (Stroeva et al. , 2019).…”

Section: Methodsmentioning

confidence: 99%