This paper explores how the integration of artificial intelligence into the work of corporate boards challenges traditional governance models and calls for a comprehensive reframing of their strategic, operational, and social functions.

As artificial intelligence becomes increasingly embedded in organizational decision-making, boards are confronted with new expectations related to efficiency, agility, and oversight. Rather than focusing solely on automation or data processing, this paper adopts a multidimensional perspective that highlights the broader implications of technological change on collective governance.

The proposed conceptual framework outlines three interrelated domains of transformation. The strategic domain examines how artificial intelligence enhances the board's capacity to anticipate and respond to market and organizational dynamics through scenario modelling and predictive analytics. The operational domain focuses on the automation of routine tasks and the data-informed acceleration of decision-making processes. The social domain addresses changes in group dynamics, including shifts in communication patterns, trust, perceived authority, and the psychological safety of board members.

The paper emphasizes that the effective governance of artificial intelligence cannot be separated from its human and institutional context. It argues for new competencies, inclusive dialogue, and a balanced interaction between human judgment and algorithmic insight. By synthesizing these aspects, the framework provides a foundation for future empirical research and practical guidance for boards seeking to navigate complex environments while embracing technological transformation.

Keywords: Artificial Intelligence, Board Governance, Strategic Decision-making, Organizational Transformation.