Authors : Asher Ojuok

Volume/Issue : Volume 11 - 2026, Issue 10 - October

Google Scholar : https://tinyurl.com/yc4dy734

DOI : https://doi.org/10.38124/ijisrt/26Oct568

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

Abstract : Organizations are now implementing AI technology that goes beyond prediction or recommendation. Agentic systems can pursue a goal, plan steps, call software tools and adapt with little prompting, which unsettles long-standing assumptions about who decides and who answers for the outcome in digital transformation. In this study, a conceptual framework is designed in relation to collaborative work between humans and artificial intelligence in organization decision making in agentic circumstances. With the use of a purposive narrative review of peer reviewed literature and policy documents published from 2019 to 2026, the issue is contextualized within the current global trends, African policy regarding the continent and Kenya’s digital economy. The framework will be designed through the process of iterative synthesis based on three decision attributes (stake, ambiguity, reversibility) and the amount of autonomy assigned to the agent in four types of collaboration; delegate, supervise, co-decide, and reserve. Six testable propositions follow. The paper argues that organizations face a design problem of how to share decisions, not a choice between human and machine decisions, and that in Kenya the design must also respect legal limits on solely automated decisions under section 35 of the Data Protection Act, 2019. Implications for managers and policymakers are outlined, and an agenda for empirical testing is proposed. As a conceptual contribution, the paper reports no new data, and its propositions remain to be tested.

Keywords : Agentic AI; Organizational Decision-Making; Human–AI Collaboration; Digital Transformation; Kenya.

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