Handbook of Artificial Intelligence and Strategy

Edited by Felipe A. Csaszar, Alexander M. Nick Professor of Strategy and Area Chair of Strategy, Ross School of Business, University of Michigan and Nan Jia, Professor of Strategic Management, Department of Management and Organization, USC Marshall School of Business, University of Southern California, USA.

‘A timely and insightful volume that captures strategy scholarship at a turning point. Csaszar and Jia have assembled leading thinkers who illuminate how AI reframes the foundations of strategy. This Handbook is an essential guide for scholars and executives navigating the emerging AI world.’

• Contents1 Editors’ introduction: artificial intelligence and strategy: charting newfrontiers 1Felipe A. Csaszar and Nan JiaPART I THEORIES2 Strategic upskilling of knowledge workers in the Generative AI era 15Maryam Alavi3 Will artificial intelligence “democratize” corporate political activities?:amplifying the role of “know who” in the age of enhanced “know what” 28Nan Jia, Maria D. Perez, Jinyuan Song, Yifan Wei, and Bo Yang4 Artificial intelligence as a platform technology: strategic implications ofcompeting on top of an AI platform 55Kevin J. Boudreau, Lars Bo Jeppesen, and Milan Miric5 Algorithmic ambidexterity: rethinking exploration and exploitation in theage of AI 71Shuang Liu6 GenAI and the future of creativity in science and art 91Sandra Barbosu and Pooyan Khashabi7 We rise to resist: the crisis of relevance and the movement againstgenerative AI in creative industries 108Saheli NathPART II TOOLS8 Toward a human–AI task tensor: a taxonomy for organizing work in theage of generative AI 124Anil R. Doshi and Alastair P. Moore9 Generative artificial intelligence for advancing knowledge-basedtechnological innovation and strategy: the “Fruit Tree” model 143Jiaming Ding and Kenneth G. Huang10 Strategic decisions and AI: the inferential trilemma 167Lu Hong, Anusha Kallapur, and Scott E. Page11 AI-augmented strategic tools for strategy formulation and implementation:revisiting traditional strategy tools and frameworks 188David Gurzick, Maheshkumar P. Joshi, and Martha GurzickPART III TEACHING12 Business schools as learning organizations in the age of AI 218Peter Cardon and Ramandeep S. Randhawa13 Toward an AI-infused MBA: a “Head, Heart, and Hands” perspective 227Alfredo Enrione14 Why and how to teach foundational AI ideas to business school students 253Tom Steinberger15 Space for AI-supported learning: expanding and endangered 276Henning Piezunka16 Teaching AI’s role in strategic decision-making within strategic factormarkets using a word game 290Ipek Koparan and Gorkem AksarayPART IV TERRAINS17 The business of AI-producing startups: evidence from a worldwide survey 317James Bessen, Stephen Michael Impink, and Robert Seamans18 Beyond English-centric AI: strategic frameworks for developing low-resource language models 344Prithwiraj Choudhury, Do Yoon Kim, and Sana Kang19 Governance of artificial intelligence: public policy and self-regulatoryframeworks for consequential decision-making 378Gwendolyn Kuo-fang Lee20 AI and ethical concerns in managing decision-making processes: a casestudy of Leonardo S.p.A. 388Ksenija Milosevic, Saverio Barabuffi, and Giulio Ferrigno