Artificial Intelligence

Artificial intelligence can make workers more capable and productive, but only if leaders design and deploy it to augment human judgment.

Researchers at the MIT Initiative on the Digital Economy share the latest insights about getting the most from working with AI, such as personality pairing and reorganizing job tasks.

As organizations scale generative AI, traditional governance models prove to be too rigid or too loose. Minimum viable governance calibrates oversight to risk, enabling responsible innovation.

In MIT’s international AI Negotiation Competition, “warmer” agents achieved better outcomes in negotiations with other AI agents.

A new paper explores how seeing economic value from artificial intelligence hinges on closing the gap between what AI can do and how humans can verify its outputs.

AI systems hold the promise of competitive advantage, but they can usher in cognitive decline among workers, says MIT Sloan School of Management’s Eric So. Learn how to protect cognitive capital.

Following Pope Leo XIV’s encyclical on AI, MIT Sloan professor emeritus Thomas A. Kochan argues that firms should partner with workers to ensure AI augments human skills and knowledge.

Leaders are turning to MIT Sloan Executive Education to learn more about AI, including managing humans amid technological change and rethinking their relationships with IT departments.

Organizations are struggling to succeed with AI. Research from the MIT Center for Information Systems Research shows common mistakes and how to overcome them.

Learnright laws would give copyright holders the exclusive right to license their content for artificial intelligence model training.