<![CDATA[Purpose – Purpose – The purpose of this paper is to develop a conceptual framework for strategic artificial intelligence (AI) integration in organisational decision making. It deals with the fragmentation of existing research by differentiating AI-supported decision intelligence from automation-centric approaches and offers a systematic model to align AI capabilities with organisational strategy. Methodology/approach – The study adopts a conceptual research design using integrative review of literature. The proposed Strategic AI Integration Framework (SAIF) is developed by synthesizing Dynamic Capabilities Theory, the Resource-Based View, and Simon’s bounded rationality model. The framework is developed through a critical literature review on AI, strategic management, decision intelligence and organisational governance. Relevant literature on AI, strategic management, decision intelligence, and organisational governance is critically reviewed to establish the framework. Findings – The study proposes the Strategic AI Integration Framework (SAIF), comprising four dimensions: Decision Domain Mapping, AI Capability Alignment, Human–AI Complementarity, and Governance and Accountability Architecture. The framework is operationalised through six research propositions explaining how strategic AI integration enhances decision quality, organisational agility, and sustainable competitive advantage while ensuring effective governance and human oversight. Originality/value – This study contributes to the AI and strategic management literature by providing a theoretically grounded framework that integrates strategic management, decision-making, and AI governance into a unified model. The framework offers a foundation for future empirical research and practical guidance for organisations implementing AI strategically.]]>
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