This paper focuses on AI decision-making in the field of organizational management, systematically reviewing 176 domestic and foreign literatures published from 2018 to 2024, and analyzing the complex interactions between AI and humans in organizational decision-making. The results reveal the essential differences between AI decision-making and human decision-making from three dimensions: decision-making elements, decision-making processes, and decision-making outcomes, and extracts two interaction modes between AI and human decision-making: substitutive decision-making and collaborative decision-making. The research on substitutive decision-making centers on the disparities among decision-making entities and their potential consequences; while the research on collaborative decision-making emphasizes the design of collaborative mechanisms, the impact of AI on collaborative processes, and the optimization of collaborative outcomes. On this basis, a comprehensive decision-making framework empowered by AI is constructed according to the logic of “decision-making mode selection–decision-making process–decision-making outcome”, fully considering the overlap and complementarity of substitutive decision-making and cooperative decision-making, and emphasizing the importance of human-machine collaboration. Finally, future research is discussed from three aspects: the antecedents and consequences of AI decision-making, the design of decision-making mechanisms, and the impact of China’s unique context, providing reference for promoting the transition of AI from low-level perceptual intelligence to high-level decision-making intelligence.