Use this page as a guided tour, not a bibliography. For the thesis behind the AI work, start with AI and strategy: the core argument. The research index is the complete thematic list of papers. This page suggests short routes through the main arguments. For short claim-source pairs, use selected findings. For definitions and connected concepts, use the research glossary.
Quick routes
These routes are selective. They do not cover every paper on a topic; they are meant to give a reader a coherent first pass through the main ideas.
- Fast overview: Core argument → Selected findings → Research glossary.
- AI and strategy: Unbounding rationality → Artificial intelligence and strategic decision-making → The strategic foresight of LLMs → Can AI do strategy?.
- Strategic search: A note on how NK landscapes work → How much to copy? → When to innovate and when to imitate → Search heuristics under multiple objectives.
- Representations: What makes a decision strategic? → Mental representation and the discovery of new strategies → External representations → Learning strategic representations.
- Aggregation and organization design: Organizational decision making → When consensus hurts the company → Organizational structure as a determinant of performance → Revisiting the unitary actor assumption.
How does AI change strategic work?
- Unbounding rationality: AI matters because it moves some cognitive limits outward; the central question is how this changes search, representation, and aggregation.
- AI is revolutionizing strategic decision-making: A concise practitioner-facing version of the argument, focused on what strategists should design and remain accountable for.
- Artificial intelligence and strategic decision-making: Evidence from entrepreneurs and investors on AI-assisted strategy generation and evaluation.
- The strategic foresight of LLMs: Prospective evidence on LLMs, managers, investors, crowds, and human-AI teams forecasting venture outcomes.
- Can AI do strategy?: A framework for thinking about delegation, verifiability, and strategic autonomy.
For all papers in this area, see Unbounding rationality and AI on the research index.
How do firms search for better strategies?
- A note on how NK landscapes work: A short guide to the landscape models behind much of the search work.
- How much to copy?: Why effective imitation depends on how much of a high-performing firm’s system is copied, how related the contexts are, and how interdependent the practices are.
- When to innovate and when to imitate: A practical framework for choosing between pushing the frontier and learning from nearby competitors.
- Search heuristics under multiple objectives: How firms search when they care about both social and financial performance.
- Government as landscape designer: How policy can shape, train, or disrupt firm search.
For all papers in this area, see Search on the research index.
How do representations shape strategy?
- What makes a decision strategic?: A compact statement of the representational view of strategy.
- Mental representation and the discovery of new strategies: How managers’ mental models shape the strategies they can find.
- External representations in strategic decision making: How frameworks, diagrams, maps, and spreadsheets shape strategic reasoning.
- A contingency theory of representational complexity: When simple representations help and when richer representations are worth the cost.
- Learning strategic representations: Evidence that strategy education changes students’ judgment and mental representations.
For all papers in this area, see Representation on the research index.
How do organizations aggregate judgments?
- Organizational decision making: A formal comparison of delegation, voting, averaging, and individual decision-making.
- Organizational structure as a determinant of performance: Empirical evidence that structure changes which good opportunities are missed and which bad ones are approved.
- When consensus hurts the company: A short practitioner essay on when agreement helps and when it blocks action.
- Limits to the wisdom of the crowd in idea selection: Why bigger crowds are not always better for selecting ideas.
- When ‘less is more’: A formal model showing when a noncausal group cue can lower predictive accuracy.
For all papers in this area, see Aggregation on the research index.
Methods, foundations, and teaching
- Strategic decision making: Field-level orientation to central concepts in strategic decision-making research.
- Certum quod factum: Why formal models matter for theoretical precision and empirical robustness in organization theory.
- A note on how NK landscapes work: A technical entry point for reading and teaching NK-based strategy models.
- The effects of artificial intelligence on management education: How AI may change demand, teaching, and operating models in business schools.
- Handbook of Artificial Intelligence and Strategy: A field map of AI and strategy organized around theories, tools, teaching, and terrains.
For all papers in this area, see Methods, Foundations, and Teaching on the research index.