A growing body of scholarly and practical debates about how to balance technological autonomy with human adaptability in managerial and operational decision systems has taken place in recent years as the rapid diffusion of artificial intelligence (AI) has increased. The purpose of this study is to examine how human adaptability, cognitive flexibility, and psychological capital contribute to the success of AI-augmented decision-making and, consequently, to the resilience of organizations as a result of that decision-making.

The purpose of this research article is to integrate empirical and conceptual insights from 2000- 2025 across the psychology, management, and information systems disciplines, by utilizing the Dynamic Capabilities Theory (DCT), the Psychological Capital Theory (PyCap), and Cognitive Flexibility Theory. A structured literature search of Scopus, Web of Science, and APA PsycInfo databases identified 126 peer-reviewed sources that met quality inclusion criteria.

According to the study, resilient organizations in the AI era depend less on algorithmic sophistication than they do on their employees' ability to adapt to changes in the environment, be open to learning, and be optimistic during technological changes. The interpretive quality of AI insights is determined by a combination of human adaptability and cognitive flexibility, while psychological capital influences trust, motivation, and perseverance for humans.

In conclusion, the article concludes with the Human-AI Resilience Model (HARM), which consists of a theoretical synthesis of AI-augmented decision-making as a behavioral capability rather than as a technological artifact. As a result of highlighting the psychological determinants of technological resilience in this paper, this paper contributes to advancing a multidisciplinary agenda for future research into hybrid intelligence, ethical cognition, and adaptive organizational systems.