The article is dedicated to the strategic management of artificial intelligence technology implementation in corporate contexts. The relevance of the study is driven by the growing gap between the declared potential of artificial intelligence and the frequent stagnation or reversal of corporate AI initiatives. Scientific novelty lies in the integrated interpretation of technology adoption not as a technical decision, but as a multidimensional managerial process shaped by organizational readiness, trust, emotional responses, and leadership practices. This article examines the interaction between perceived usefulness, organizational pressure, cognitive attitudes, and disengagement mechanisms in enterprise AI deployment. Special emphasis is given to the transformation of managerial roles and human–algorithm interaction in everyday organizational workflows. This article aims to conceptualize the factors that determine sustained AI usage or disengagement in corporate settings. Analytical synthesis, comparative analysis, and structured review of academic sources are used to achieve this goal. The conclusion describes how trust, leadership support, and emotional acceptance together shape AI adoption trajectories. The article will be useful for managers, corporate strategists, and researchers studying digital transformation and technology governance.

artificial intelligence, strategic management, technology adoption, organizational readiness, trust in AI, digital transformation

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