Analyzing the Impact of Artificial intelligence (AI) on Decision-Making Strategies

  • Walian Maimun Al Qadiri Universitas Pamulang
  • M. Alkaf Universitas Pamulang
  • Hadi Supratikta Universitas Pamulang
Keywords: Artificial Intelligence (AI); Decision Support Systems; DecisionMaking Strategies; Analytics

Abstract

Artificial Intelligence (AI) has become a major driver of change in various areas of human life, including in the development of Decision Support Systems (DSS). AI, as a rapidly growing branch of computer science, has changed the paradigm in how we process and analyze data to support the decision-making process. With its ability to learn from data, identify patterns, and make predictions, AI promises significant advances in the efficiency and accuracy of decision-making integrated in SDM. The application of AI in Human Resources has become a major topic in academic and industrial literature. The use of this technology has resulted in significant impacts, ranging from improved efficiency of the decision-making process to a paradigm shift in data analysis. Primarily, the main focus of AI application in SDM is on its ability to address the complexity and uncertainty of data faced by decision makers. the application of AI to SIM offers significant advantages in strategic decision-making This finding highlights the need for organizations to consider the appropriate use of AI, maintain data security, and monitor organizations to consider the appropriate use of AI, maintain data security, and monitor its impact to gain a competitive advantage in strategic decision-making. The findings highlight the need for organizations to consider the appropriate use of AI, maintain data security, and monitor its impact to gain a competitive advantage in making strategic decisions

Published
2024-09-30
How to Cite
Al Qadiri, W. M., Alkaf, M., & Supratikta, H. (2024). Analyzing the Impact of Artificial intelligence (AI) on Decision-Making Strategies . Journal of Investment Development, Economics and Accounting, 1(2), 182 -190. https://doi.org/10.70001/jidea.v1i2.221