Abstract
One of the biggest challenges companies face today is designing decision rights between humans and AI. For example, should AI be used in hiring, and if so, for which tasks? Should AI run marketing campaigns end to end, or augment human judgment? We identified two key dimensions—ambiguity and risk—that help determine how humans and AI that can complete tasks autonomously should share decisions. By mapping decisions across these dimensions, companies make explicit what stakes they’re willing to accept and who bears the consequences. As business decisions vary in ambiguity and risk, leaders need to adjust how AI participates in three activities: framing decisions, acting on them, and learning from the outcomes.
© 2026 MIT Center for Information Systems Research, Sebastian, Weill, Haskamp, and Vom Brocke. MIT CISR Research Briefings are published monthly to update the center’s member organizations on current research projects.
MIT CENTER FOR INFORMATION SYSTEMS RESEARCH (CISR)
Founded in 1974 and grounded in MIT's tradition of combining academic knowledge and practical purpose, MIT CISR helps executives meet the challenge of leading increasingly digital and data-driven organizations. We work directly with digital leaders, executives, and boards to develop our insights. Our research is funded by member organizations that support our work and participate in our consortium.
ANZ Banking Group (Australia)
Banco Bradesco S.A. (Brazil)
Commonwealth Superannuation Corp. (Australia)
Cuscal Limited (Australia)
DBS Bank Ltd. (Singapore)
Doosan Corporation (Korea)
Fomento Economico Mexicano, S.A.B., de C.V.
Mater Private Hospital (Ireland)
National Australia Bank Ltd.
Nomura Holdings, Inc. (Japan)
Nomura Research Institute, Ltd. Systems Consulting Division (Japan)
Novo Nordisk A/S (Denmark)
Pentagon Federal Credit Union
Principal Life Insurance Company
Reserve Bank of Australia
Scentre Group Limited (Australia)
Schneider Electric Industries SAS (France)
Telstra Limited (Australia)
Terumo Corporation (Japan)