Dr Angel Jimenez-Aranda, Associate Professor of Digital Transformation, recently presented his latest research at the 15th International Conference on Opportunities and Challenges in Management, Economics and Accounting (OMEA 2026) in Madrid, Spain.
The conference brought together academics, practitioners, and industry experts to discuss emerging developments in management, governance, and organisational innovation.
During the conference, he presented his work on ‘Agentic AI and the Future of Corporate Boards’, which explores the growing role of artificial intelligence (AI), particularly agentic AI, in corporate governance and boardroom decision-making.
Exploring the role of AI in corporate boards
The research highlights a clear pattern in the existing literature of cautious support for AI in corporate governance rather than strong enthusiasm. Across studies, AI is generally seen as a tool that can enhance monitoring, information processing, and strategic decision-making, but only when combined with strong human oversight and accountability.
The presentation also highlighted a divide in perspectives. Legal research tends to focus on formal responsibilities to act in the best interests of the company, as well as accountability, and the limits of current corporate law, leading to more cautious positions on AI adoption. In contrast, practice-focused work is more positive about potential benefits such as improved governance quality, efficiency, and board monitoring, although these are still viewed as incremental rather than transformative.
Why researchers are proceeding carefully
Overall, AI is mainly framed as a tool for augmentation rather than replacement. While it can help reduce information overload and support board oversight, there is limited support for it acting independently within governance structures. Concerns around explainability, overreliance, groupthink, and legal liability are consistently raised across the literature.
The emerging consensus is that the debate is shifting away from whether AI can support governance, and towards how far it can be integrated without undermining accountability, board independence, and decision legitimacy. Agentic AI is therefore expected to reshape governance processes, particularly through monitoring and deliberation, rather than replacing human decision-makers.
Commenting on the work, Angel said:
“The key question is no longer whether AI can support governance, but how organisations can integrate increasingly autonomous systems responsibly. The challenge lies not only in technical capability, but in ensuring accountability, independence, and sound human judgment remain central to decision-making.”
What happens next?
The presentation also points to the need for more real-world research into how directors actually respond to AI-generated recommendations in practice. Future studies will help determine whether AI improves board effectiveness or whether it risks reinforcing conformity and overreliance on automated systems.
This work forms part of ongoing research at Salford Business School on digital transformation, emerging technologies, AI governance, and the wider societal implications of autonomous systems in organisations.