This paper explores the effects of integrating Generative Artificial Intelligence (GAI) into decision-making processes within organizations, employing a quasi-experimental pretest-posttest design. The study examines the synergistic interaction between Human Intelligence (HI) and GAI across four group decision-making scenarios within three global organizations renowned for their cutting-edge operational techniques. The research progresses through several phases: identifying research problems, collecting baseline data on decision-making, implementing AI interventions, and evaluating the outcomes post-intervention to identify shifts in performance. The results demonstrate that GAI effectively reduces human cognitive burdens and mitigates heuristic biases by offering data-driven support and predictive analytics, grounded in System 2 reasoning. This is particularly valuable in complex situations characterized by unfamiliarity and information overload, where intuitive, System 1 thinking is less effective. However, the study also uncovers challenges related to GAI integration, such as potential over-reliance on technology, intrinsic biases particularly 'out-of-the-box' thinking without contextual creativity. To address these issues, this paper proposes an innovative strategic framework for HI-GAI collaboration that emphasizes transparency, accountability, and inclusiveness.
Hao et al. (2024) studied this question.