In the age of generative artificial intelligence (AI), organizations are at a pivotal crossroads in how they strategize and enhance performance. This study delves into the social-psychological dynamics influencing the use of generative AI within management teams across three industrial firms. Through comprehensive interviews and observational analysis of meetings, we illustrate how shared positive attitudes toward AI can stimulate AI-augmented collaborative strategizing and elevate firm performance. Conversely, negative shared attitudes lead to discorded strategizing, ultimately undermining organizational effectiveness. Our research makes significant contributions to the literature on strategy and AI adoption by proposing a model that clarifies the socio-psychological mechanisms that enable some teams and companies to successfully leverage generative AI, while others struggle to do so.
