Author(s): Farrelli Hambulo, Lubasi Simataa and Francis Musonda

Abstract: This article examines the policy and governance landscape of artificial intelligence (AI) within Zambia’s education sector through a critical stakeholder analysis encompassing government entities, universities, and private-sector actors. Drawing upon semi-structured interviews with officials from the Ministry of Education and the Zambian Information and Communications Technology Authority, policy directors at leading universities, and representatives of indigenous and international edtech firms, the study employs a thematic analysis framework (Bryson, 2004; Reed et al., 2009) ^{[5, 17]} to uncover points of convergence and divergence in strategic priorities. The findings reveal three dominant governance challenges: policy fragmentation resulting from overlapping regulatory mandates (Ministry of Education, 2022) ^[11], capacity deficits in technical expertise among educators (Mwale & Chola, 2023) ^[13], and misaligned incentives between profit-driven innovation and equitable access goals (Sibanda & Mulenga, 2021) ^[18]. Stakeholder narratives underscore the need for integrated governance structures that balance regulatory oversight, academic inquiry, and market responsiveness. Based on these insights, the article proposes a tripartite model for cohesive AI governance in Zambian education, recommending the establishment of a national AI-Education Task Force, enhanced cross-sector capacity-building initiatives, and public-private partnership frameworks geared towards inclusive technology adoption. By contextualizing AI policy and governance within Zambia’s socio-political landscape, this research contributes to global discussions on ethical AI integration in education and offers actionable pathways for policymakers seeking to leverage AI for equitable learning outcomes. The study thus provides a strategic roadmap for aligning AI policy with Zambia’s broader education and development objectives. Findings are poised to inform future research agendas and cross-sector collaboration initiatives effectively.

DOI: 10.33545/27076571.2025.v6.i2b.187

Pages: 123-128 | Views: 75 | Downloads: 22

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