Artificial Intelligence (AI) has transcended its early characterization as a mere technological adjunct to become a structural inflection point in the evolution of corporate strategy. No longer confined to process automation or operational efficiency, AI functions today as a constitutive force that re configures the architecture of competitive advantage, governance paradigms, business model innovation, and workforce capability frameworks. This study interrogates the profound ways in which strategic management is being reconstituted in the AI epoch, employing a systematic literature review triangulated with industry white papers, empirical datasets, and global case exemplars. The findings illustrate that enterprises are compelled to redefine the locus of value creation and organisational resilience within an increasingly interdependent digital ecosystem. Anchored in Dynamic Capabilities Theory and Innovation Diffusion Theory, the analysis reveals AI as both an unparalleled strategic accelerant and a latent existential hazard, simultaneously enabling unprecedented adaptability while engendering novel vulnerabilities. The paper culminates with prescriptive insights for executives, regulators, and educators on embedding AI into long-horizon strategic foresight, ensuring that algorithmic power is balanced with ethical stewardship and institutional trust.
Ravi Medicharla (Sat,) studied this question.
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