<![CDATA[The accelerating diffusion of artificial intelligence (AI) into strategic decision-making has renewed scholarly interest in how firms build the agility needed to sense, seize, and reconfigure resources under conditions of rapid technological change. While dynamic capabilities theory (DCT) offers a well-established lens for understanding strategic renewal, its application to AI-enabled organizational contexts remains fragmented across disparate empirical studies, each examining isolated mechanisms such as data-driven culture, leadership, or innovation performance. This article synthesizes recent literature to develop an integrated conceptual framework explaining how AI reconfigures the microfoundations of strategic management agility. Using a systematic literature review of publications indexed in Scopus, Web of Science, and Google Scholar between 2021 and 2026, this study maps how AI capabilities function as second-order dynamic capabilities that amplify sensing, seizing, and reconfiguring processes. The review identifies data-driven culture, digital leadership, organizational learning, and governance maturity as critical boundary conditions moderating whether AI translates into strategic agility or capability erosion. The novelty of this study lies in proposing an AI-Augmented Dynamic Capabilities (AI-ADC) framework that positions AI not as a standalone resource but as a catalytic infrastructure reshaping the sense-seize-reconfigure cycle. Implications for strategic management theory, managerial practice, and future research agendas are discussed]]>
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