The implications of artificial intelligence for management decision-making innovativeness: Insights from contemporary chess practice

Hongxia Peng (hongxia.peng@univ-rouen.fr)
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Hongxia Peng: UNIROUEN - Université de Rouen Normandie - NU - Normandie Université, NIMEC - Normandie Innovation Marché Entreprise Consommation - UNICAEN - Université de Caen Normandie - NU - Normandie Université - ULH - Université Le Havre Normandie - NU - Normandie Université - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université - IRIHS - Institut de Recherche Interdisciplinaire Homme et Société - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université

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Abstract: The automation of decision-making supported by digital processes of artificial intelligence (AI) is considered one of the outcomes of digital innovation rendering management decision-making more optimized, accurate and replicable. In parallel, dynamic capabilities are identified as critical resources for sustaining management decision-making innovativeness. Based on an analogy-based framework and a qualitative observation of AI-driven chess practice, this research examines how and why decision-making automatism (DMA) interacts with decision-making dynamism (DMD) and, consequently, could reshape management decision-making innovativeness. The analysis stipulates that AI-driven decision-making might, on the one hand, optimize tactical decision-making by favoring DMA and, on the other hand, affect DMD by mitigating dynamic capabilities, especially the inductive dynamic capabilities required for unprecedented decision-making. A typology and four theoretical propositions conceptualize these findings. The article ends by suggesting more strategic considerations with regard to the preservation of decision-making innovativeness in the mobilization of AI in management decision-making.

Keywords: chess; artificial intelligence; innovativeness; dynamism; automatism (search for similar items in EconPapers)
Date: 2024
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Published in Journal of Innovation Economics & Management, 2024, 45 (3), pp.217-245

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04575411

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