The Age of AI in the Management of Businesses and Supply Chains

A Special Issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: 30 November 2027 | Viewed by 638

Editors

Department of Corporate Leadership and Marketing, Széchenyi István University, Győr, Hungary
Interests: supply chain management; last-mile logistics; complex systems; sustainable ecosystems; logistics 4.0; industry 5.0
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Guest Editor
Department of Corporate Leadership and Marketing, Kautz Gyula Faculty of Business Economics, Széchenyi István University, Győr, Hungary
Interests: process and operations management; work flow optimization; sustainable mobility and transportation

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Guest Editor
Department of Economics and Social Sciences, Università Politecnica delle Marche, Ancona, Italy
Interests: economics of innovation; managerial economics
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

The Special Issue “The Age of AI in the Management of Businesses and Supply Chains” aims to explore the transformative role of artificial intelligence (AI) in reshaping modern business practices and supply chain management. As organizations increasingly adopt AI-driven tools and data-centric strategies, new opportunities and challenges emerge in decision-making, operational efficiency, resilience, and sustainability.

This Special Issue seeks to bring together cutting-edge research that advances theoretical understanding and provides practical insights into how AI technologies—such as machine learning, predictive analytics, generative AI, and autonomous systems—are integrated into business processes and supply chain operations.

The scope includes, but is not limited to:

  • AI-driven decision-making in operations and strategic management;
  • Intelligent supply chain planning, forecasting, and optimization;
  • Applications of AI in logistics, procurement, and inventory management;
  • Human–AI collaboration and organizational transformation;
  • Ethical, governance, and transparency issues in AI adoption;
  • AI for supply chain resilience, risk management, and disruption mitigation;
  • Sustainability and circular economy enabled by AI technologies;
  • Digital twins and real-time analytics in supply chain ecosystems;
  • Generative AI applications in business and operations management.

Both empirical and conceptual contributions are welcome, including interdisciplinary approaches that bridge business, engineering, and data science perspectives.

Brief review of the literature

The rapid advancement of AI has significantly influenced business and supply chain management research over the past decade. Early work focused on analytical models and decision support systems, while recent studies emphasize autonomous decision-making and real-time optimization enabled by big data and machine learning.

In supply chain management, AI has been widely applied to demand forecasting, inventory optimization, and logistics planning. Machine learning models have demonstrated superior performance compared to traditional statistical methods, particularly in handling complex, non-linear, and high-dimensional data (Choi et al., 2018; Carbonneau et al., 2008). Similarly, predictive analytics and AI-driven optimization tools have enhanced supply chain visibility and responsiveness (Ghobakhloo et al., 2026).

Recent literature highlights the growing importance of AI in improving supply chain resilience. AI-enabled simulation models and digital twins allow firms to anticipate risks and dynamically adapt to changing conditions (Ivanov, D., & Dolgui, A. (2020). At the organizational level, AI adoption is reshaping decision-making processes and business models. Studies emphasize the shift toward data-driven cultures and the integration of human expertise with algorithmic intelligence (Brynjolfsson & McAfee, 2017). However, challenges remain regarding trust, explainability, and ethical considerations in AI deployment (Rai, 2020). These developments signal a new phase in which AI is not only supporting but actively shaping business strategies and supply chain ecosystems.

We request that, prior to submitting a manuscript, interested authors initially submit a proposed title and an abstract of 300–500 words summarizing their intended contribution. Please send it to the Administrative Sciences/ editorial office (admsci@mdpi.com) or / to the guest editors (sule.edit@sze.hu, buics.laszlo@sze.hu). Abstracts will be reviewed by the guest editors for the purposes of ensuring proper fit within the scope of the Special Issue. Full manuscripts will undergo double-blind peer review.

Reference list:

  • Brynjolfsson, E., & McAfee, A. (2017). The business of artificial intelligence. Harward Business Review, https://hbr.org/2017/07
  • Carbonneau, R., Laframboise, K., & Vahidov, R. (2008). Application of machine learning techniques for supply chain demand forecasting. Vol. 184(3) European Journal of Operational Research 1140-1154 https://doi.org/10.1016/j.ejor.2006.12.004
  • Choi, T.-M., Wallace, S. W., & Wang, Y. (2018). Big data analytics in operations management. Production and Operations Management Vol. 27(10) https://doi.org/10.1111/poms.12838

Dr. Edit Süle
Dr. László Buics
Prof. Dr. Marco Cucculelli
Guest Editors

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Keywords

  • artificial intelligence
  • digital supply chains
  • Industry 4.0 and 5.0
  • hybrid decision making
  • human-machine collaboration

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Published Papers (2 papers)

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Research

35 pages, 432 KB  
Article
Algorithmic Management Across Platform and Traditional Work: Evidence from Hungary—Testing the Five Principles of Stark and Vanden Broeck
by Tamás Zelles, József Pap and Csaba Makó
Adm. Sci. 2026, 16(9), 459; https://doi.org/10.3390/admsci16090459 (registering DOI) - 18 Sep 2026
Abstract
Algorithmic management (AM) has become a key lens for analyzing the digital transformation of work, yet empirical research remains centered on platform labor in North America, Western Europe, and China. This paper applies the five-principles framework covering organizational form, object of management, ideology, [...] Read more.
Algorithmic management (AM) has become a key lens for analyzing the digital transformation of work, yet empirical research remains centered on platform labor in North America, Western Europe, and China. This paper applies the five-principles framework covering organizational form, object of management, ideology, modality, and accountability in an exploratory comparison of contrasting organizational settings within one country, Hungary. We define AM as the exercise of managerial functions such as direction, allocation, evaluation, discipline, and remuneration through software systems that continuously capture worker data, process them automatically, and feed the resulting decisions back into the labor process. The analysis draws on a base of 43 semi-structured interviews conducted between 2019 and 2024, all of which, drawn from the five interview-based cases (Wolt, Bolt, Upwork, Data Analytics and ConLog), constitute the coded analytical corpus, together with 21 h of participant observation and documentary evidence, contrasting four platform cases (Wolt, Bolt, Uber, and the freelance marketplace Upwork) with two traditional organizations, a Data Analytics company and a multinational logistics subsidiary. Evidence on Uber is confined to documentary sources (regulatory, parliamentary, legal and media records); the case is therefore used as an institutional and regulatory comparator only, and no worker-level generalizations are drawn from it. Findings suggest that AM is neither homogeneous nor confined to platforms. Full co-optation, including twisted accountability and dissolved organizational boundaries, appears mainly in platform work, whereas AM in traditional firms operates within hierarchies and formal employment, producing constrained co-optation, bounded ideology, and partially re-anchored accountability. We propose the partial Möbius effect as a testable hypothesis rather than as an established theoretical result: it was derived inductively from two traditional cases only (Data Analytics and ConLog) and has not yet been tested against a third, independent case. Its scope, boundary conditions, and durability are left as questions for future comparative and longitudinal research. Full article
(This article belongs to the Special Issue The Age of AI in the Management of Businesses and Supply Chains)
27 pages, 349 KB  
Article
Beyond Platform Work: Algorithmic Management in Platform Labor and Traditional Organizations—The Hungarian Experience
by Tamás Zelles, József Pap and Csaba Makó
Adm. Sci. 2026, 16(9), 437; https://doi.org/10.3390/admsci16090437 - 10 Sep 2026
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Abstract
Algorithmic management (AM) is spreading rapidly in platform work and traditional employment, yet empirical research remains platform-centric and skewed towards Western Europe, North America and China, leaving Central and Eastern Europe, especially Hungary, largely absent. This paper reports qualitative fieldwork on AM in [...] Read more.
Algorithmic management (AM) is spreading rapidly in platform work and traditional employment, yet empirical research remains platform-centric and skewed towards Western Europe, North America and China, leaving Central and Eastern Europe, especially Hungary, largely absent. This paper reports qualitative fieldwork on AM in two contrasting Hungarian firms, Data Analytics, a knowledge-intensive business services company, and ConLog, a contract logistics provider. Fieldwork in the EU-funded INCODING project (January 2022–July 2023) combined 15 semi-structured interviews, twelve internal and three external, with participant observation and documentary analysis. A sample limitation applies to one of the two firms: the Data Analytics evidence rests on only four internal interviews (two employees and two managers), so the findings for that case are indicative and exploratory rather than firm-level conclusions. A deliberately asymmetric comparison sets these findings against Hungarian platform labor, using secondary evidence on Uber, Wolt and Bolt from the CrowdWork21 project (2019–2021). Results show heterogeneity. In traditional firms, algorithmic systems sit within managerial hierarchies and produce hybrid human-algorithmic control. The older platform evidence documents real-time monitoring, opaque decision rules and market-mediated feedback that tighten control and erode autonomy. The contrast is a proposition for testing, not a measured difference. Workers in both settings adapt opportunistically, accommodating or partially resisting control. Hungary’s weak industrial relations institutions remain theoretically instructive despite limited generalizability. The contribution lies in the platform versus non-platform comparison, the institutional-bypassing argument and the design authority continuum. Full article
(This article belongs to the Special Issue The Age of AI in the Management of Businesses and Supply Chains)
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