California Management Review

Recently, a member of my team used AI to turn dozens of hours of customer recordings and feedback into a detailed report in a fraction of the usual time. Instead of reviewing only the report, I began probing the reasoning behind it: Could they trace the findings back to what customers actually said? Which insights had the AI suggested? What had they changed or rejected? Had t...

Artificial intelligence is changing the economics of expertise by weakening its traditional dependence on scarce professional time. The industrialization of expertise captures this shift: AI enables knowledge-based capabilities to be reproduced, personalized, and distributed at an unprecedented scale and relatively low marginal cost. This transformation creates the pote...

Artificial intelligence is widely described as democratizing entrepreneurship, yet that framing misses the risks posed to managerial understanding. Drawing on a 2026 panel of entrepreneurship and creativity scholars, we argue that AI increases what founders can execute while eroding important forms of judgment. Proper oversight requires both evaluative judgment, which check...

In 2008, Google built a model that could estimate flu activity in near real time by tracking search queries. It worked. For a stretch, Google Flu Trends tracked official CDC surveillance closely enough to be celebrated as a landmark in data-driven prediction. Then it drifted. By February 2013 it was predicting more than double the proportion of doctor visits for influenza-lik...

Artificial intelligence (AI) has rapidly moved from the technology backroom to the strategic boardroom, requiring organizations to reimagine and formulate company-level AI governance. However, currently, most AI governance frameworks focus on defensive mechanisms and “AI guardrails” aimed at risk mitigation and harm reduction. While guardrails are important, we argue that e...