Abstract: In an era characterized by intensifying globalization, rapid technological iteration, and geopolitical volatility, traditional organizational decision-making paradigms grounded in the theory of “bounded rationality” are facing unprecedented challenges. Decision-makers are increasingly constrained by inherent cognitive limits when processing real-time, high-dimensional information, leading to satisficing behaviors that are frequently insufficient for today’s high-risk, complex, and feedback-delayed environments. While Artificial Intelligence (AI) has emerged as a transformative force capable of reshaping the epistemological foundations of strategy and risk management, the theoretical mechanisms and boundary conditions governing “human-AI symbiosis” remain underexplored. Existing literature often treats AI as a monolithic variable or categorizes collaboration solely based on automation levels, failing to elucidate the underlying power dynamics—specifically, the allocation of decision rights and the locus of agency—that define the collaborative interface. Consequently, there is a critical need for a systematic framework that deconstructs how AI reconfigures the structural and procedural dimensions of organizational decision-making beyond mere technical functionalism. To address this significant theoretical gap, this study conducts a systematic literature review of 85 core articles published in UTD24 premier management journals between 2020 and 2025. Utilizing bibliometric analysis and systematic coding, the research maps the trajectory of AI application in organizational decision-making, identifying key thematic clusters such as information processing, machine learning, and trust dynamics. The central contribution of this work is the construction of the novel “Interaction-Support-Influence” classification framework, anchored in the power relations between humans and machines. This typology transcends prior functional descriptions to reveal distinct logics of agency and collaboration. The “Interaction Mode” represents a form of shared agency characterized by a recursive loop of output, feedback, and modification; here, decision power is dynamically shared, and AI acts as a reflexive partner that challenges human assumptions and co-creates solutions through bidirectional engagement. The “Support Mode” characterizes scenarios where AI functions as an augmentative tool for information processing or option generation, yet the final fiat remains exclusively with the human agent, focusing on enhancing efficiency and accuracy while retaining human cognitive sovereignty. The “Influence Mode” delineates scenarios where AI operates as an environmental variable or architect, shaping the decision-making context through information filtering or algorithmic choice architecture without explicit participation in the final choice, thereby structurally constraining human agency through latent algorithmic antecedents. The synthesis reveals that the efficacy of these modes is contingent upon a complex interplay of internal and external factors. Internally, individual traits such as algorithm aversion or appreciation, alongside organizational capabilities like absorptive capacity and strategic inertia, dictate adoption success. Externally, macro-institutional factors, including regulatory frameworks and cultural contexts, significantly bound the scope and legitimacy of collaboration. Regarding outcomes, the study distinguishes between performance metrics and behavioral evolution, highlighting a “double-edged sword” effect: while AI integration generally enhances financial efficiency and decision quality, it simultaneously introduces risks such as cognitive atrophy, algorithmic bias, and the erosion of unique human tacit knowledge. Despite these theoretical advances, the review identifies significant lacunae in current scholarship, particularly regarding the lack of integration between AI implementation and core organizational strategy. Existing research remains fixated on a “human-in-the-loop” paradigm that underestimates AI’s potential agency and neglects the profound impact of macro-environmental variables. To advance the field, this paper proposes a comprehensive future research agenda structured around two critical dimensions: the deep integration of AI with organizational strategy and the expansion of novel AI strategic horizons. First, regarding the deep integration of AI and strategy, the study calls for moving beyond static adoption to investigate dynamic human-machine authority allocation, the impact of macro-institutional variables—such as geopolitical shifts and cultural contexts—and the profound reconfiguration of organizational structures and relational networks. Second, regarding the expansion of new AI horizons, the paper emphasizes the urgent need to examine AI’s disruptive role across four emerging frontiers: facilitating scalable innovation and application, redefining power dynamics within platform ecosystem governance, managing systemic risks and compliance, and addressing the paradoxes of AI-driven ESG sustainability. Ultimately, this research extends the theoretical boundaries of sociotechnical systems in management, offering practitioners a diagnostic logic for designing differentiated human-AI mechanisms that align with specific strategic imperatives, thereby facilitating a shift from simple tool adoption to deep structural integration and sustainable competitive advantage.