The University of Texas Rio Grande Valley, United States
Artificial Intelligence (AI) is rapidly reshaping strategic planning processes, yet its impact on competitive advantage and the conditions under which it is most effective remains unclear. This paper looks at the effect of AI in the strategic planning process to uncover how competitive advantage can be achieved and in what conditions. Drawing from the resource-based view (RBV) and the dynamic capabilities (DC), I propose theoretical insights into both the positive and negative effects of AI on strategic planning outcomes. Specifically, exploring mediators such as market intuition, competitor intelligence, and forecasting, and highlighting how these relationships are moderated by industry contexts. My propositions would further the RBV and DC theory in relation to AI while providing avenues for empirical research and helping practitioners leverage the strategic benefits.
