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Purpose This note calls for a cautious and evidence-based approach to integrating artificial intelligence (AI) in management practices. It aims to highlight the need for rigorous research to understand the long-term implications and potential drawbacks of AI adoption in organizational contexts, beyond the current enthusiasm and hype. Design/methodology/approach The approach involves a critical analysis of the current state of AI adoption in management, drawing parallels with past management fads. It identifies key areas requiring thorough research and proposes a framework for evidence-based inquiry. The note emphasizes the importance of interdisciplinary collaboration and methodological rigor in building a robust evidence base for AI integration in management. Findings The note identifies several critical areas for future research, including long-term organizational impacts, human–AI collaboration, ethical implications and the development of new managerial competencies. It highlights the complex nature of management and the potential risks of hasty AI adoption without sufficient understanding of its broader implications. Originality/value This note provides a unique perspective by advocating for a balanced approach to AI integration in management, countering the prevailing narrative of unchecked enthusiasm. It offers a comprehensive research agenda that spans multiple disciplines and emphasizes the need for evidence-based practice in AI adoption. The proposed approach aims to shape a future where AI enhances rather than undermines the fundamental values and objectives of effective management, providing value to researchers, practitioners and policymakers navigating the complexities of AI in organizational settings.
Martin Sposato (Thu,) studied this question.