ABSTRACT This study aims to examine how collaboration between humans and intelligent systems facilitates the evolution of digital nudging from a short‐term behavioral intervention into a catalyst for strategic foresight and knowledge strategy, specifically within the context of employees' decision‐making in service organizations. Additionally, it seeks to identify the antecedents, outcomes, and conditions that influence this transformation. The research employs an integrated mixed methodological design, combining the fuzzy Delphi technique with structural modeling to validate construct dimensions, test causal relationships, and identify the mediating role of human and intelligent system collaboration, as well as the moderating role of organizational readiness for innovation. This is conducted across a sample of 3176 respondents from knowledge‐intensive service sectors. The results indicate that digital nudging impacts strategic foresight only when mediated through effective collaboration between humans and intelligent systems. This collaboration significantly enhances knowledge creation, sharing, integration, and strategic application. Furthermore, the findings suggest that digital literacy, trust in intelligent systems, data quality, and innovation readiness are critical antecedents of collaboration, while anticipatory decision‐making and collective sensemaking improve with the presence of trust, transparency, and psychological comfort. The study fully supports all proposed hypotheses and demonstrates that collaborative foresight nudges form an integrated pathway connecting behavioral influence with future‐oriented knowledge strategy. The study offers managers a comprehensive model for embedding anticipatory intelligence into daily work processes, enabling organizations to reduce cognitive overload, enhance decision accuracy, stimulate proactive innovation, and strengthen long‐term resilience. The results illustrate how organizations can design transparent, ethically governed, and psychologically supportive intelligent systems that enhance employee engagement and accelerate knowledge‐driven transformation. This study presents a novel theoretical integration linking nudging theory, strategic foresight theory, and the knowledge‐based view through the mechanism of human and intelligent system collaboration. It introduces the concept of collaborative foresight nudges as a new explanatory construct, advancing the understanding of how micro‐level digital cues translate into macro‐level strategic knowledge outcomes. The study provides a validated socio‐technical framework that redefines the role of intelligent systems in shaping the future of organizational decision‐making.
Nair et al. (Mon,) studied this question.