Intuition or Artificial Intelligence? When do Decision-Makers Rely on AI Decision-Aids for Ill-Structured Problems
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Authors
Vinod Vincent
Surani Vincent
Leon Prieto
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Journal Article, Academic Journal
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Abstract
<b>Purpose</b><br>With its superior analytical and decision-making capabilities, Artificial Intelligence (AI) is a valuable decision aid that enables organizational decision-makers to make effective and efficient decisions while reducing human errors. However, decision-makers continue to disproportionately rely on their intuition, especially when making decisions for ill-structured problems characterized by uncertainty and ambiguity. In this study, we assess the conditions in which decision-makers are willing to forego their intuition and rely on an AI decision aid for an ill-structured problem.<br><b>Design/methodology/approach</b><br>Using a mixed-methods research design that included an experiment and an open-ended questionnaire, we assessed the conditions in which decision-makers are more likely to override their intuition and depend on an AI decision aid for an ill-structured decision.<br><b>Findings</b><br>We found that the decision-makers' reliance on the AI decision aid depended on two criteria: when the decision alternatives were similar rather than different, and when there was a considerable difference in the AI assessment of the decision alternatives. The qualitative analysis offered insights into the factors influencing participants' reliance on either their intuition or the AI decision aid.<br><b>Originality</b><br>AI aversion is a significant issue for organizational development. The findings of this study increase our understanding of when and why decision-makers are more likely to rely on AI decision aids.