Developing a Conceptual Framework for the Role of Artificial Intelligence in Strategic Decision-Making Cycle: A Systems Approach
Pages 7-36
https://doi.org/10.22034/kes.2026.2097470.1130
Mohammad Hossein Khodabakhshi, bahare abedin, Aboalhasan Hosseini
Abstract Recent research indicated that despite extensive investments in artificial intelligence (AI), many organizations have yet to fully leverage its potential in strategic decision-making. This study integrated fragmented evidence on the role of AI across the stages of strategic decision-making and developed a conceptual framework based on the systems approach encompassing input, process, and output stages. Using a structured literature review, 55 articles published between 2019 and 2025 were retrieved from Scopus, Web of Science, and Google Scholar and analyzed using Braun and Clarke's (2006) six-phase thematic analysis, supported by MAXQDA 2024. The findings indicated that, at the input stage, AI enhanced the quality of decision-making inputs through predictive analysis, data processing, strategic intelligence enhancement, and key stakeholder analysis. At the process stage, automation, risk identification, scenario modeling, enhanced decision rationality, and resource optimization improved decision-making efficiency and agility. At the output stage, improved business performance, adaptive and innovative strategy execution, strategic performance evaluation, and data-driven competitive advantages were identified. In addition, organizational, human, ethical, legal, data-related, privacy, security, and transparency-related challenges emerged as cross-cutting conditions that may influence all three levels of the decision-making cycle. The study's contribution lies in developing an integrated systems framework that links inputs, processes, and outputs while accounting for feedback among these levels.

























