By Ashok Jashapara
Royal Holloway – University of London
School of Business & Management, Egham, Surrey TW20 0EX. United Kingdom


Distinguished and internationally renowned, Professor Ashok Jashapara stands at the forefront of innovation as the Chair of Innovation Studies at Royal Holloway, University of London. A luminary in the realm of knowledge management and business analytics, he is a catalyst for transformative insights and ground-breaking advancements.

At the heart of his pioneering research lies a profound exploration of philosophical underpinnings that shape organizational knowledge and its transfer. Seamlessly intertwining the threads of organizational learning, data analytics, and strategic management, his work unveils new dimensions of understanding that propel industries forward.

A prolific author, Professor Jashapara’s ideas have found their home in esteemed books and journals, a testament to their impact on shaping the future of academia and business. His written prowess has earned him a string of prestigious awards, a reflection of his unmatched ability to communicate intricate concepts with clarity and finesse.

A master of securing research funding, Professor Jashapara’s accolades extend to his adeptness in harnessing resources from a diverse array of agencies. With the endorsement of the ESRC, NIHR, EU, and the United Nations, his research is poised to bring about real-world change and address the most pressing global challenges.
Beyond academia, his journey encompasses roles as varied as a bridge designer and a visionary leader of academic departments. His influence extends even further as a trustee of the Joseph Rowntree Foundation, the UK’s largest social policy charity, showcasing his dedication to shaping a better society.


The paper explores the strategic implications of generative AI in organizations. It starts with an overview of AI’s evolution, highlighting the rise of machine learning, deep learning, and General Adversarial Networks. The paper emphasizes generative AI’s transformative role across various sectors while noting the challenges of biases and fake content generation.

The paper introduces the ‘Authenticity Dilemma’ framework, advocating a knowledge-based approach for strategic AI integration. This framework focuses on AI capabilities in decision-making and sensemaking, distinguishing between authentic and fake processes. The paper presents four levels of strategic positioning – Smoke Screen, Echo Chamber, Chameleon, and Greenhouse – illustrating different organizational approaches to AI application.

In summary, the paper provides a framework for understanding and navigating the complexities of AI in organizational strategy. While offering valuable insights, the paper also acknowledges potential limitations in oversimplifying decision-making complexities and defining ‘authentic’ versus ‘fake’ AI applications.