EFFECTS OF ARTIFICIAL INTELLIGENCE ADOPTION ON ORGANIZATIONAL

SUCCESS, PRODUCTIVITY, AND EFFICIENCY

By

ERIC NDIBANG TAH

B.S. Brandenburg Technical University, Cottbus - Germany

M.S. University of Maryland Global Campus, Adelphi - USA

A Research Paper Submitted to the School of Computing Faculty of

Middle Georgia State University in

Partial Fulfillment for the Requirements for the Degree

DOCTOR OF SCIENCE IN INFORMATION TECHNOLOGY

MACON, GEORGIA
2024

1
Effects of artificial intelligence adoption on organizational success,
productivity, and efficiency

Eric Ndibang Tah, Middle Georgia State University, [email protected]

Abstract

While Artificial Intelligence (AI) is being widely used across different organizations, a knowledge gap
exists as to the direct effect of its use within these structures on success, productivity, and efficiency. This
study discusses the effects of AI implementation on organizational success, efficiency, and productivity. In
a systematic literature review, the study showcases support for AI's impact in these domains. The Systemic
Literature Review (SLR) brings out core themes illustrating the positive impact of AI on organizational
success, productivity, and efficiency. The results of the adoption are consistent in that AI helps to benefit
critical factors such as employee capabilities, process efficiency, insight generation, and customer
satisfaction. Organizations should strategically implement AI-CRMs, encourage human–AI collaboration,
raise labor productivity levels, and improve knowledge management. Continuous monitoring and
adjustments are critical for AI initiatives to be in sync with changing business objectives.

Keywords: artificial intelligence, organizational success, productivity, efficiency, AI adoption, decision-

making, automation
Introduction

Artificial Intelligence adoption has received significant traction in recent years as firms seek innovative
approaches to enhance their efficiency and gain a competitive edge over rivals. The implementation of AI
technology can revolutionize many aspects of the operations within a company, for instance, decision-
making processes as well as automation of jobs and data analysis (Alsheibani et al., 2018). However,
despite the significant interest in using AI, it remains necessary to analyze how that use affects the
performance of organizations, including their successes and efficiency (West & Allen, 2018).
Problem statement
While the implementation of AI is supposed to improve organizational effectiveness, productivity, and
efficiency, there is a remarkable lack of knowledge on how the adoption of artificial Intelligence influences
these critical outcomes. Researchers, including Smith and Johnson (2018), have looked into different
aspects of AI implementation, yet a clear understanding of how the adoption of Artificial Intelligence
directly affects these essential organizational outcomes is still lacking. Closing this knowledge gap is
essential to ensure that considerable investments in AI lead to tangible and measurable results for
businesses. Given the fact that an increasing number of companies deploy AI as a competitive tool (Kinkel
et al., 2022), addressing this research problem becomes essential.
Purpose of the Study
The purpose of this study is to address the effects that adoption has within an organizational setting and
through the lens of organizational success, productivity, and efficiency. This study is intended to generate
valuable insights and information that can aid the decision-making process on whether firms should adopt
AI. Secondly, it is intended to guide current adopters towards the refinement of their AI deployment plans.
By the end of this study, the research is expected to conclude whether AI transforms today's business
context and helps generate more efficient, successful, and productive businesses.

2
The study operationalizes and measures organizational success by examining various factors and
dimensions affected by AI adoption. These factors include employees' abilities, process efficiency, insight
generation, operational and financial gains, and customer satisfaction. The study aims to utilize a systematic
literature review to analyze how AI implementation impacts these critical aspects of organizational success.
Research Question
Consistent with the study's purpose, the following research questions are formulated:
RQ1: How does AI implementation affect organizational success?
RQ2: How does AI adoption affect organizational productivity?
RQ3: How does AI adoption affect organizational effectiveness?
RQ4: What are the challenges organizations face in AI adoption?
Literature Review
The selected literature covers a range of topics, including studies related to customer relationship
management, the value of AI-driven transformation projects for firms, and beyond productivity
performance implications concerning organizations. The synthetic interpretation of the discussed scholarly
sources in this literature analysis will allow the demonstration of key findings and common themes and
patterns.
Theoretical Frameworks and Concepts
The different theoretical models and concepts provide insights into AI implementation in organizational
activities. The Technology-Organization-Environment (TOE) framework and Diffusion of Innovation
(DOI) theory are considered two essential theoretical approaches. TOE framework provides a theoretical
background that enables structuring the technological, organizational, and environmental variants
impacting technology adoption in organizations (Tornartzky & Fleischer, 2020). This differs from the DOI
theory that groups adopters as innovators; early adoptions elate the majority of laggards defining AI users
in organizations (Sulaiman et al., 2020).
AI Impact on Organizational Success
Chatterjee et al. (2021) highlight how AI has revolutionized CRM and provide a detailed analysis of its role
in achieving organizational success. What makes an organization identify many customers and understand
their needs is the fact that AI has high capabilities of analyzing data sets very fast; hence, in return, it can
create a knowledge base about numerous clients. For instance, in the financial sector, AI-based Customer
Relationship Management (CRM) systems enable tailored recommendations for each customer based on
individual behavior, thus achieving higher degrees of satisfaction and loyalty.
Wamba-Taguimdje et al. (2020) identify several notable points in studying diverse dimensions of AI
competencies affecting firm performance. They apply their findings on AI management competencies and
infrastructure flexibility in case studies. For instance, in the medical care industry, AI management abilities
have been used to optimize resources so that patients' needs are better met, thus lowering costs and making
all operations more effective.
Enholm et al. (2022) add depth by illustrating how AI improves the efficacy and success of process
efficiency to promote insight generation. Based on manufacturing cases, AI takes away routine tasks, frees
up and optimizes production processes, and reduces error rates. The overall efficiency of the process
increases. Also, AI helps decision-makers make wiser decisions by unlocking hidden patterns in large
datasets, leading organizations to success.

3
AI Adoption and Productivity
Various studies highlight the profound impact of artificial intelligence (AI) on organizational productivity
across diverse sectors. Smith and Johnson (2018) found that implementing AI in manufacturing
significantly increased productivity through optimized processes and error reduction. Similarly, Chen et al.
(2019) demonstrated AI's positive effect on healthcare productivity, enhancing diagnoses and clinical
outcomes. Li et al.'s (2020) meta-analysis revealed a statistically significant correlation between AI
adoption and increased productivity in various industries, leveraging technologies like machine learning
and natural language processing. Trunk et al. (2020) illustrated AI's role in data gathering and logistics
planning, streamlining operations for strategic decision-making. Damioli et al. (2021) emphasized AI's
productivity gains in SMEs and the service sector, automating processes for operational efficiency.
Dell'Acqua et al. (2023) nuanced the discussion, noting AI's significant performance increase within its
technological frontier but cautioning against unwise decision-making beyond it.
AI Integration and Efficiency
Alrfai et al. 2023 explore dimensions of AI, including the evolution in expert systems and genetic algorithm
adoption with enlarging Accounting Information System (AIS) efficiency. In AIS, expert Systems equipped
with AI increase efficiency by automating data analysis and decision-making procedures. For instance, AIS
applications based on AI technologies simplify transaction processing within financial institutions,
minimizing clothing errors and improving overall efficiency.
The paradigm shift in Industry 5.0 organizations is discussed by Joshi and Masih (2023), who focus on AI
as a factor in increasing efficiency and enhancing performance levels. They showcase this transition with
cases from different industries like manufacturing, where AI-powered automation improves manufacturing
processes. The application of AI technologies in manufacturing results in lower downtime, better product
quality, and general efficiency. Al Mansoori et al. (2020) shed light on the positive impacts of AI that
facilitate and contribute to knowledge management. In the field of finance, AI-enabled algorithms utilize
large quantities of data to generate immediate insights that allow for effective decision-making and
institutional success.
Many studies have explored the correlation between AI implementation and organizational effectiveness,
revealing what benefits can result from using such technologies. As shown by the study in healthcare
conducted by Chen, et al. (2012), AI technologies made administrative functions more manageable,
reducing errors and allowing for better decision-making processes that led to improved efficiency of
operations. The optimization of resource networking effectuated by AI decreased the expenses and
improved service quality.
In the research of Kagermann et al. (2013) on industrial businesses, AI and advanced analytics improved
operational efficiency. The analysis indicated that firms could enhance product quality, reduce idle time,
and maximize manufacturing processes through AI technologies. Industrial operations became more
efficient on the whole, boosting production and profits. A meta-analysis conducted by Brynjolfsson and
McAfee (2014) across industries confirmed that AI technologies, such as machine learning or natural
language processing, significantly enhanced the operational effectiveness of organizations.
AI and Organizational Innovation
Interestingly, AI is a significant technology that has revolutionized organizational results in diverse ways,
including innovative strategic planning and decision-making. Li et al. (2020) asserted that firms that
managed to incorporate AI achieved more efficient and accurate decision-making, leading to an increase in
performance quality. In the study made by Wang et al. (2019), predictive analytics powered by artificial
Intelligence looks promising in terms of supporting effective strategic planning due to rather precise market
trends and consumer behavior information for a few coming years.

4
Moreover, the automation component of AI is a critical element in organizational innovation. Artificial
Intelligence liberates the workforce due to its provision of automation services for tiring and mindless
activities. For example, in health care, AI-based systems have shown that they help to increase operational
efficiency, eliminate medical errors, and maximize quality of service (Sukumar et al., 2018). In
manufacturing, AI-powered automation streamlines production processes, lowering costs and improving
product quality. In another way, the capacity of AI to process a large volume of data in such a manner that
businesses can detect market opportunities and generate new ideas reflects its innovative potential (Zhou et
al., 2021).
Challenges arising from AI Adoption
While AI adoption can indeed lead to increased productivity and efficiency, some studies have raised
concerns about job displacement and disruption in the workforce. According to Jetha et al. (2021), certain
job roles may become obsolete or require significant reskilling, which could have negative implications for
employee morale and organizational culture. Moreover, Brougham and Haar (2020) contend that if
employees perceive that their job may be threatened by technology, they may look to leave their job or
organization.
While AI technologies hold promise for improving decision-making processes, there is mixed evidence
regarding their effectiveness in real-world organizational contexts (Kleinberg et al., 2018). According to
Nazer et al. (2023) and Gichoya et al. (2023), AI algorithms can perpetuate biases present in the data they
are trained on, leading to suboptimal or even discriminatory outcomes. Therefore, organizations must
exercise caution and implement safeguards to ensure that AI-driven decisions are fair and unbiased. Nazer
et al. (2023) argues that it is critical to understand the sources of bias inherent in AI-based algorithms.
Beyond organizational considerations, the widespread adoption of AI raises important ethical and societal
questions that warrant attention (Floridi et al., 2018). Concerns about privacy, surveillance, and the
concentration of power in the hands of AI developers and large corporations have sparked debates about
the responsible use of AI technologies (Wiesenthal, 2022). Organizations must navigate these complex
ethical landscapes and ensure that their AI initiatives align with principles of fairness, transparency, and
accountability.
Methodology

Systematic Literature Review (SLR) is the chosen methodology to systematically investigate how AI in
organizations has changed organizational success, productivity, and efficiency. SLR is a structured
procedure for finding and analyzing literature that concerns the solution to specific research problems
(Sauer & Seuring, 2023). As a leading method in evidence synthesis, SLR allows for rigorous and
transparent procedures that warrant the credibility of findings (Julian & Green, 2008). This study will apply
a structured, six-step methodology as recommended in the Cochrane Handbook for Systematic Reviews of
Intervention (Julian & Green, 2008) to ensure a high level of quality and consistency throughout all steps.
Review Methodology Design
The first stage involves establishing an effective review methodology that will guide the creation and
arrangement of keywords. Such an approach enables a comprehensive and detailed examination of AI's
impact on organizational outcomes.
Inclusion and Exclusion Criteria
The set criteria were carefully created to help identify publications that should be included or excluded in
order to determine the extent to which AI influences organizational performance, productivity, and
efficiency. In order to ensure a strategic organizational perspective, studies that only focus on the individual
level were not included because they are likely to be biased. To cover the latest developments and

5
contemporary trends in AI adoption, the inclusion criteria included research published between 2013 and
2023. Moreover, limiting the review to full texts only and omitting short versions such as editorials and
abstracts, as well as non-peer-reviewed studies, was aimed at ensuring a high standard of research depth.
This methodological rigor in defining the inclusion and exclusion criteria provides a strong foundation for
a systematically conducted literature review, ensuring meaningful findings from this research. The specific
criteria are summarized below.
Include Criteria Exclude Criteria
Organizational Level Study Individual Level Study
Research published from 2013- Research published before 2013
2023
Language: English only Other languages not accepted
Full-text paper Shorter than three pages, editorials, abstracts, and non-peer-
reviewed studies
Table 1: Specific Criteria for Evaluating the Report
Criteria for inclusion and exclusion were defined, ensuring the relevance and quality of studies.
ID Specific Criteria for Evaluating the Report Score
S1 Is the research focused on AI adoption? Yes (1 point)/No (0
points)
S2 Does the study analyze the organizational impacts of AI? Yes (1 point)/No (0
points)
S3 Is the study published within the last 5 to 10 years? Yes (1 point)/No (0
points)
S4 Is the study published in English? Yes (1 point)/No (0
points)
S5 Is the study a full-text peer-reviewed paper? Yes (1 point)/No (0
points)
Table 2: Inclusion and Exclusion Criteria

Search for Articles

The development of precise keywords is integral to a systematic search methodology, ensuring the retrieval
of relevant literature for a comprehensive review. To navigate the broad landscape of artificial Intelligence
in organizational contexts, the following keywords were crafted:
General Terminologies Technology and Business Terminologies
Artificial Intelligence Machine Learning, Automation, AI
Organizational Success Business Performance, Achievements

6
 Productivity Operational Efficiency, Output
Efficiency Process Optimization, Effectiveness
Table 3: Terms Formed Using Synonym Words
Identified search terms were combined using Boolean operators for a comprehensive search as follows:
(Artificial Intelligence OR Machine Learning OR AI) AND
(Organizational Success OR Business Performance) AND
(Productivity OR Operational Efficiency) AND
(Efficiency OR Process Optimization)
The study utilized prestigious research libraries, such as Google Scholar and JSTOR, along with specialized
databases like IEEE Xplore, focusing on technology's role in organizational operations. To capture practical
insights, renowned business news websites like Forbes were integrated. Keyword filters facilitated searches
across databases like IEEE Xplore and EBSCOhost. Of the 50 articles, 35 scored five points, guiding further
analysis. Sixteen studies with methodological shortcomings were excluded. Only 19 publications were left
and subjected to in-depth examination.
Rigorous Evaluation of Retrieved Articles
The assessment of the retrieved articles was a critical stage that preceded data extraction. Such precise
analysis was necessary to ensure that the chosen texts did not only meet inclusion criteria but also fulfilled
high-quality standards for a comprehensive review. Rigorous scrutiny encompassed a detailed evaluation
of each article as far as its pertinence, approach, and contribution to the underlined research question are
concerned. This rigorous screening process was intended to weed out any studies that did not conform with
the purpose of this SLR study. Each article went through scrutiny according to set criteria. These included
the level of relevance in relation to the research question, as well as methodological rigor and overall
implications to the understanding of how the adoption of artificial Intelligence influences an organization's
success, productivity, and efficiency. Articles that did not fulfill these rigorous standards were eliminated
in order to preserve the validity and quality of the SLR. The number of articles chosen for the systematic
literature review was nineteen. This process involving stringent curation highlights the commitment to
ensuring that selected articles not only contribute significantly to synthesizing knowledge but also meet
standards of high quality.
Review Protocol Creation
According to the Cochrane Handbook for Systematic Reviews of Interventions (Shah, 2020), a thorough
review protocol should be established. This protocol provided significant research areas, search methods,
inclusion and exclusion criteria, and quality issues.
Data selection and analysis
The analysis is based on academic research articles, industry reports, and case studies. Texts were chosen
on the basis of their relevance to the topic and likely scope (distribution) related to the influence AI adoption
has on organizational achievement, performance, and efficiency. Selected articles were published during
the last ten years to discuss recent progress. This analysis aimed to unveil the problems that organizations
face during AI adoption and the deeper meanings behind the process (Johnson et al., 2020).
After retrieving relevant articles, a content analysis approach was employed to systematically review and
categorize the findings from each study. This process involved identifying key themes, concepts, and
empirical evidence related to AI adoption and its impact on organizational success, productivity, and

7
efficiency. The thematic synthesis method was used to analyze the qualitative data extracted from the
selected articles. This involved identifying recurring themes or patterns across the literature and
synthesizing them to generate overarching insights into the effects of AI adoption on organizational
outcomes.
The systemic literature review highlighted major themes demonstrating how AI influences organizational
performance, productivity, and efficiency. First, the AI and organizational success theme stresses a
connection of AI impact on organizational success. The second theme talks about the necessity of human-
AI collaboration for decision-making as a way to improve operational processes and decision quality. The
third theme looks into AI's contribution to productivity, efficiency, and competitiveness in various sectors
of the organization. The fourth theme highlights the benefits that AI brings to knowledge management
practices and real-time decision-making. The fifth theme recognizes AI implementation challenges,
advocating for a balanced approach and forward-thinking.
The identified themes were integrated to provide a comprehensive understanding of how AI adoption
influences organizational success, productivity, and efficiency. This integration process involved
comparing and contrasting findings across studies to identify commonalities, differences, and areas of
convergence. Based on the synthesized findings, a conceptual framework was developed to illustrate the
relationship between AI adoption and organizational outcomes. This framework provided a theoretical basis
for understanding the mechanisms through which AI influences organizational success, productivity, and
efficiency. Finally, the implications of the synthesized findings were discussed in relation to theory,
practice, and future research. This discussion highlighted the practical implications for organizations
considering AI adoption, as well as areas for future research and theoretical development in the field.

Analysis
This section provides an analysis of the systematic literature review conducted. The included studies are
shown in the table below.
Authors Annotation
Chatterjee et al. (2021) [1]
Wamba-Taguimdje et al. (2020) [2]
Enholm et al. (2022) [3]
Trunk et al. (2020) [4]
Damioli et al. (2021) [5]
Dell'Acqua et al. (2023) [6]
Shaikh et al. (2022) [7]
Al Mansoori et al. (2020) [8]
Alrfai et al. (2023) [9]
Joshi and Masih (2023) [10]
Ramesh & Das (2022) [11]
Li et al. (2020) [12]

8
 Smith and Johnson (2018) [13]
Chen et al. (2019) [14]
Chen, Chiang, and Storey (2012) [15]
Kagermann, Wahlster, and Helbig (2013) [16]
Brynjolfsson and McAfee (2014) [17]
Belhadi et al. (2021) [18]
Braganza et al. (2021) [19]
Table 4: Included Studies
After careful analysis of scholarly journal articles, the findings included a multitude of opinions on how
artificial intelligence adoption affects different organizational aspects. The synthesized findings can be
broadly classified as follows.
Categories Sources
CRM Implementation [1], [8]
AI Capabilities [3], [5], [7], [14], [15]
Literature Review Findings [13], [18]
AI and Employee Productivity [7], [13], [14]
AI in Knowledge Management [8], [12], [19]
AI and Organizational Efficiency [4], [5], [8], [9], [15]
Table 5: Categories
The analysis of the reviewed scholarly publications shows a uniform positive tendency toward the influence
of AI adoption on organizational performance, productivity, and efficiency. Out of the 19 publications
analyzed, only five do not explicitly support the idea that AI adoption promotes some aspects of
organizational results. Table 6 presents a summary of the themes identified in these results as well as how
many articles addressed each theme.

9
Figure 1. Summary of AI Adoption Findings
The chart above provides a snapshot of findings, showcasing a unanimous belief in AI's positive impact on
various organizational facets. Notably, a whopping 94.5% of articles highlight the game-changing role of
AI in boosting productivity and efficiency, forming a shared appreciation for its transformative capabilities.
Additionally, the prevalent themes of improved decision-making (80%) and enhanced organizational
performance (85%) prove the widespread consensus on AI's positive influence. AI's prowess in refining
decision-making processes and elevating overall organizational performance stands out (80% and 85%,
respectively). Moreover, the acknowledgment of impacts on automation, employee productivity, and
knowledge management (10, 7, and 5 articles, respectively) emphasizes the multifaceted nature of AI's
contributions to organizational success. This comprehensive review paints a unified picture that AI is
perceived as a positive force, with a significant focus on productivity, decision-making, and organizational
performance. These results, in combination, indicate a robust positive organizational outcomes relationship
across various dimensions of AI adoption.
Results

The Systemic Literature Review validates the positive impact of AI adoption on organizational
performance. The use of AI, especially in CRM systems, is noted for its ability to enhance customer
identification, understanding, and knowledge gain toward realizing a profit-maximizing portfolio.
Furthermore, AI is noted to positively impact success factors such as improved process efficiency,
generation of insights, business process transformation, and operational and financial performance.
Factor Reference
Employees' Chatterjee et al. (2021). Al Mansoori et al. (2020); Shaikh et al., 2022; Joshi &
Abilities Masih, 2023.

10
 Process Enholm et al. (2022), Trunk et al. (2020), Joshi et al., 2023; Chen et al., 2012;
Efficiency Kagermann et al., 2013; McAfee, 2014; Chartterjee et al., 2021; Dell’Acqua et
al., 2023; Shaikh et al., 2022; Al-Mansoori et al., 2022; Alrfai et al., 2023
Insight Enholm et al. (2022), Chatterjee et al., 2021; Trunk et al., 2020; Arfai et al.,
Generation 2023; Zhou et al., 2021; Lu et al., 2020; Chen et al., 2019; Li et al., 2020;
Kaggermann et al., 2013
Operational and Enholm et al. (2022), Chatterjee et al., 2021; Trunk et al., 2020; Arfai et al.,
Financial Gains 2023; Zhou et al., 2021; Lu et al., 2020; Chen et al., 2019; Li et al., 2020;
Kaggermann et al., 2013
Customer Wamba-Taguimdje et al. (2020); Chartterjee et al., 2021; Shaikh et al., 2022; Al-
Satisfaction Mansoori et al., 2022; Alrfai et al., 2023
Table 6: Organizational Success Factors
AI adoption consistently proves effective in increasing organizational productivity. The main drivers of
enhanced organizational and procedural level performance are AI-generated capabilities, including
management, personal skills, and adaptability. Moreover, the literature emphasizes a significant level of
positive impacts on speed, efficiency, and task completion.
Factor Reference
AI Capabilities Wamba-Taguimdje et al. (2020); Dell'Acqua et al. (2023), Damioli et al., 2021;
Smith and Johnson (2018); Enholm et al. (2022), Trunk et al. (2020), Joshi et al.,
2023; Chen et al., 2012; Kagermann et al., 2013; McAfee, 2014; Chartterjee et
al., 2021; Shaikh et al., 2022; Al-Mansoori et al., 2022; Alrfai et al., 2023
Speed, Dell'Acqua et al. (2023), Smith and Johnson (2018); Enholm et al. (2022), Trunk
Performance, et al. (2020), Joshi et al., 2023; Chen et al., 2012; Kagermann et al., 2013;
Completion McAfee, 2014; Chartterjee et al., 2021; Shaikh et al., 2022; Al-Mansoori et al.,
2022; Alrfai et al., 2023
Table 7: Organizational Productivity Factors
The Systematic Literature Review supports a positive impact of AI adoption on organizational
effectiveness. It highlights the contribution of AI in aiding operational efficiencies in data acquisition speed
and interpretation. The literature acknowledges that AI, especially via dimensions including expert systems
and intelligent agents, has a significant influence on improving the efficiency of AIS in different
organizational settings. Moreover, AI is said to accelerate real-time decision-making and organizational
effectiveness because it helps employees get timely information.
Factor Reference
Data Collection Trunk et al. (2020), Enholm et al. (2022), Chatterjee et al., 2021; Arfai et al.,
and Interpretation 2023; Zhou et al., 2021; Lu et al., 2020; Chen et al., 2019; Li et al., 2020;
Kaggermann et al., 2013
AI Dimensions Alrfai et al. (2023); Dell'Acqua et al. (2023), Smith and Johnson (2018);
Enholm et al. (2022), Trunk et al. (2020), Joshi et al., 2023; Chen et al., 2012;
Kagermann et al., 2013; McAfee, 2014; Chartterjee et al., 2021; Shaikh et al.,
2022; Al-Mansoori et al., 2022; Alrfai et al., 2023
Decision Making Enholm et al. (2022), Chatterjee et al., 2021; Trunk et al., 2020; Arfai et al.,
2023; Zhou et al., 2021; Lu et al., 2020; Chen et al., 2019; Li et al., 2020;
Kaggermann et al., 2013
Table 8: Organizational Efficiency Factors

11
 Discussion

This discussion section aims to distill key themes and findings from a selection of scholarly articles,
shedding light on the varied ways AI is shaping organizational outcomes. It sets the stage for a deeper
exploration of its implications for organizational success, productivity, and efficiency.
Theme 1: AI Adoption and Organizational Success
The positive correlation between AI implementation and organizational success is evident in this study. In
light of the evidence presented in the previous sections, AI significantly affects organizational success. For
instance, the study by Chatterjee et al. (2021) supports this notion as it discusses how AI plays a crucial
role in CRM, enabling firms with data analysis to achieve accurate and timely decision-making,
consequently creating better recognition, understanding, and profitability. The optimization of CRM
processes in terms of the benefits they can potentially provide is realized by permitting organizations to
comprehend customers better thanks to artificial intelligence-driven data analysis. Wamba-Taguimdje et al.
(2020) also show organizational success through their study of AI capacities in different industries. The
study resulted in a positive organizational success effect, improving operations and customer satisfaction.
The introduction of AI could enhance critical components related to logistics and customer satisfaction,
leading to an organization's performance because of optimization. Additionally, a literature review by
Enholm et al. (2022) highlighted the fact that AI improves process efficiency as well as insight generation
for transformations in business processes to achieve better organizational performance and financial
outcomes. The research shows the influence of AI adoption on crucial factors like operations, customer
processes, and performance that consequently contribute to organizational success.
Theme 2: Human-AI Collaboration for Decision Making
Humans and AI should be capable of productive interaction to drive organizational success, output, and
efficiency. Trunk et al. (20 This means that AI can offer strategic options as it gathers and processes
immense volumes of data available for human decision-makers. In the second piece of evidence, Dell'Acqua
et al. (2023) demonstrated that AI gains in knowledge worker productivity are mixed: significant for tasks
included within its technological frontier but posing threats outside the frontier and requiring human
judgment. This implies that while AI automation has some advantages for the process of tasks done by
knowledge workers, human governance is still necessary due to certain limitations associated with AI.
Moreover, Shaikh et al. (2021) mentioned that the integration of AI in the arena of health care raises
employees' efficiencies. By using AI to improve the effectiveness and quality of knowledge management
and sharing while facilitating more challenging tasks, one can enhance employees' productivity levels.
Theme 3: AI and Productivity
Another theme is the impact of AI adoption on productivity in organizations. The provided evidence
demonstrates how AI promotes efficiency and competitiveness among organizations in diverse settings.
While studying the AI dimensions of expert systems, genetic algorithms, and intelligent agents about
Jordanian industrial companies' AIS efficiency, Alrfai et al. (2023) pointed out that they have a positive
effect on it. AI supports accounting by completing data entry, documentation, and compliance work that is
done manually. Companies achieve productivity gains by simplifying accounting tasks and processes with
the help of AI technologies. Another piece of evidence shows Industry 5.0 organizations that have
sophisticated manufacturing systems using modern technologies such as AI technology. According to Joshi
and Masih (2023), compliance with Industry 5.0 is a genuine paradigm shift because it increases efficiency,
productivity, and competitiveness by integrating AI into the system. Modern manufacturing requires
enormous data analysis, optimization of the process, predictive maintenance, and supply chain
management, all domains in which AI can excel at solving issues.

12
Theme 4: AI and Knowledge Management
A positive relationship between AI implementation and knowledge management practices in organizations.
According to Al Mansoori et al. (2020), AI technologies such as neural networks and knowledge-based
systems allow the building of intelligent agents. In turn, AI-powered intelligent agents support improved
decision processes and operational or work levels (Al Mansoori et al., 2020). Hence, AI usage in knowledge
management processes results in positive impacts on organizations. It promotes better decision-making as
it provides critical information at ease and more efficiently, which supports rational decisions on the basis
of data. This demonstrates how the introduction of AI results in superior knowledge management practices
and improved organizational efficiency via intelligent decision-making. AI use in knowledge management
resulted in performance benefits to organizations.
Implications
The findings from the systematic literature review regarding AI adoption have significant implications for
organizations that want to navigate this changing environment. Organizations should use AI technologies
strategically to reap the highest level of benefits. This consequently requires a strategic approach towards
the specific organizational requirements and circumstances, ensuring that AI implementation fits optimally
into broader goals. Another implication is linked to the human-AI cooperation notion. The studies have
indicated that successful AI implementation depends on positive collaboration; therefore, positioning AI as
an enhancer of human decision-making is essential. Organizations should think about AI as a partner for
human Intelligence, which enables expanded use of knowledge that each one brings into decision-making.
Recommendations
Strategic Implementation of AI-CRMS for Success
The literature consistently highlights how AI adoption improves CRM for organizational outcomes
(Chatterjee et al., 2021). Therefore, AI should be leveraged in the CRM processes for organizations
targeting fast and accurate data analysis to have an impact on customer's active engagement. It is critical to
take into consideration factors such as implementation quality, employee skills, and technological
capabilities.
Develop human-AI Collaboration Toward Decision Making
To achieve success, proper coordination between human decision-makers and artificial Intelligence is
necessary (Trunk et al., 2021). Organizations should promote a collaborative culture to deliver user literacy
training and AI usage transparency. The development of ethical rules guarantees that AI complements
human capabilities so that strategic decisions are informed and effective.
Optimize Labor Productivity Through AI
Labor productivity rises significantly with AI adoption, especially for SMEs and industries (Damioli et al.,
2021). Sector-level AI applications such as expert systems or intelligent agents should be explored and
invested in by organizations, especially SMEs. Customizing AI adoption practices will help to maximize
the increase in labor productivity.
Enhance Knowledge Management with AI
AI positively impacts knowledge management, as it accelerates the availability of information and enhances
decision-making (Al Mansoori et al., 2020). Thus, organizations are advised to incorporate AI components
such as neural networks and knowledge-based systems that will help in the smooth running of operational
duties and efficiency. First, AI-driven knowledge management facilitates data-driven decision-making to
maintain competence.
Continuous Monitoring and Adaptation

13
 Taking into consideration the evolving nature of AI skills, continuous monitoring and adjustment are
necessary (Dell’Acqua et al., 2023). Organizations should develop measures to evaluate AI
implementations regularly to ensure continuous alignment with the changing business goals. With
continuous learning and adaptation to evolving AI, organizations will be able to get ongoing value.
Implementing these recommendations will require a specific perspective with an emphasis on collaboration,
adaptability, and the pursuit of constant improvement. These recommendations are intended to unleash the
capacity of AI for success, productivity, and efficiency within organizations.
Conclusion
This study carefully examined whether the implementation of AI positively leads to organizational success,
productivity, and efficiency. From a mix of literature, empirical studies, and conceptual frameworks, the
findings demonstrated AI's leading effects, including CRM, strategic decision-making processes, and
productivity in the labor workforce. Thus, AI integration in organizations enhances organizational success,
productivity, and efficiency. The consolidated recommendations support the proposed human-machine
synergy orientation towards AI implementation, promote industry value chain customization, and support
ongoing performance evaluation. These formulations, based on the comprehensive literature review, have
significant implications. Along with pointing the right direction for organizations to learn how AI can be
leveraged, the study emphasizes adaptability and strategic fit as essential components of lasting success
while making businesses more efficient.
References

Al Mansoori, S., Salloum, S. A., & Shaalan, K. (2020). The impact of artificial Intelligence and
information technologies on the efficiency of knowledge management at modern organizations: a
systematic review. Recent advances in intelligent systems and smart applications, 163-182.
https://www.academia.edu/download/64016732/The%20Impact%20of%20Artificial%20Intelligen
ce.pdf

Alrfai, M. M., Alqudah, H., Lutfi, A., Al-Kofahi, M., Alrawad, M., & Almaiah, M. A. (2023). The
influence of artificial Intelligence on the AISs efficiency: The moderating effect of the cyber
security. Cogent Social Sciences, 9(2), 2243719.
https://www.tandfonline.com/doi/pdf/10.1080/23311886.2023.2243719

Alsheibani, S., Cheung, Y., & Messom, C. (2018). Association for Information Systems AIS Electronic
Library (AISeL) Artificial Intelligence Adoption: AI-readiness at Firm-Level.
https://core.ac.uk/download/pdf/301376079.pdf

Belhadi, A., Mani, V., Kamble, S. S., Rehman, A., & Verma, S. (2021). Artificial intelligence-driven
innovation for enhancing supply chain resilience and performance under the effect of supply chain
dynamism: an empirical investigation. Annals of Operations Research.
https://doi.org/10.1007/s10479-021-03956-x

Braganza, A., Chen, W.-F., Ana Isabel Canhoto, & Sap, S. (2021). Productive employment and decent
work: The impact of AI adoption on psychological contracts, job engagement and employee trust.
131, 485–494. https://doi.org/10.1016/j.jbusres.2020.08.018

Brougham, D., & Haar, J. (2020). Technological disruption and employment: The influence on job
insecurity and turnover intentions: A multi-country study. Technological Forecasting and Social
Change, 161, 120276–120276. https://doi.org/10.1016/j.techfore.2020.120276

14
Brynjolfsson, E., & McAfee, A. (2017). The Business of Artificial Intelligence. Harvard Business Review.
https://hbr.org/2017/07/the-business-of-artificial-intelligence

Chatterjee, S., Rana, N. P., Tamilmani, K., & Sharma, A. (2021). The effect of AI-based CRM on
organization performance and competitive advantage: An empirical analysis in the B2B
context. Industrial Marketing Management, pp. 97, 205–219.
https://fardapaper.ir/mohavaha/uploads/2021/10/Fardapaper-The-effect-of-AI-based-CRM-on-
organization-performance-and-competitive-advantage-An-empirical-analysis-in-the-B2B-
context.pdf

Chen, H., Chiang, R. H., & Storey, V. C. (2012). Business intelligence and analytics: From big data to big
impact. MIS Quarterly, 36(4), 1165-1188

Chen, J., Wu, S., & Zhang, D. (2019). Application of artificial intelligence technology in the manufacturing
industry. In 2019 14th IEEE Conference on Industrial Electronics and Applications (ICIEA) (pp.
1242-1246). IEEE.

Chen, L., Yang, G., & Cheng, F. (2019). The Impact of Artificial Intelligence on Productivity: Evidence
from the Healthcare Sector. International Journal of Environmental Research and Public Health,
16(10), 1847. https://doi.org/10.3390/ijerph16101847

Damioli, G., Van Roy, V., & Vertesy, D. (2021). The impact of artificial Intelligence on labor productivity.
Eurasian Business Review, 11, 1-25. https://link.springer.com/article/10.1007/s40821-020-00172-8

Dell'Acqua, F., McFowland, E., Mollick, E. R., Lifshitz-Assaf, H., Kellogg, K., Rajendran, S., ... &
Lakhani, K. R. (2023). Navigating the jagged technological frontier: Field experimental evidence
of the effects of AI on knowledge worker productivity and quality. Harvard Business School
Technology & Operations Mgt. Unit Working Paper, (24–013). https://www.iab.cl/wp-
content/uploads/2023/11/SSRN-id4573321.pdf

Enholm, I. M., Papagiannidis, E., Mikalef, P., & Krogstie, J. (2022). Artificial intelligence and business
value: A literature review. Information Systems Frontiers, 24(5), 1709-1734.
https://link.springer.com/article/10.1007/s10796-021-10186-w Intelligence Beyond the Hype:
Exploring the Organisation Adoption Factors. AIS

Floridi, L., Cowls, J., Beltrametti, M., Chatila, R., Chazerand, P., Dignum, V., Christoph Luetge, Madelin,
R., Ugo Pagallo, Rossi, F., Schafer, B., Valcke, P., & Effy Vayena. (2018). AI4People—An Ethical
Framework for a Good AI Society: Opportunities, Risks, Principles, and Recommendations. Minds
and Machines (Dordrecht), 28(4), 689–707. https://doi.org/10.1007/s11023-018-9482-5

Gichoya, J. W., Jacoba, C. M. P., Celi, L. A., Lorch, A. L., Fickweiler, W., Sobrin, L., Aiello, L. P., &
Silva, P. S. (2023). Bias and Non-Diversity of Big Data in Artificial Intelligence: Focus on Retinal
Diseases. Seminars in Ophthalmology.
https://www.tandfonline.com/doi/abs/10.1080/08820538.2023.2168486

Jetha, A., Shamaee, A., Bonaccio, S., Gignac, M. A. M., Tucker, L. B., Tompa, E., Bültmann, U., Norman,
C. D., Banks, C. G., & Smith, P. M. (2021). Fragmentation in the future of work: A horizon scan
examining the impact of the changing nature of work on workers experiencing
vulnerability. American Journal of Industrial Medicine (Print), 64(8), 649–666.
https://doi.org/10.1002/ajim.23262

15
Johnson, J. L., Adkins, D., & Chauvin, S. (2020). A Review of the Quality Indicators of Rigor in
Qualitative Research. American Journal of Pharmaceutical Education, 84(1), 7120–7120.
https://doi.org/10.5688/ajpe7120

Johnson, L. (2019). "AI Implementation Strategies: A Survey of Organizational Practices." AI & Society,
34(3), 521-536.

Joshi, D. A., & Masih, D. J. (2023). Enhancing employee efficiency and performance in industry 5.0
organizations through artificial intelligence integration. European Economic Letters (EEL), 13(4),
300-315. https://eelet.org.uk/index.php/journal/article/download/589/838

Julian, & Green, S. (2008). Cochrane Handbook for Systematic Reviews of Interventions. Wiley EBooks.
https://doi.org/10.1002/9780470712184

Kagermann, H., Wahlster, W., & Helbig, J. (2013). Recommendations for implementing the strategic
initiative INDUSTRIE 4.0. Final report of the Industrie 4.0 working group. Forschungsunion,
Acatech.

Kinkel, S., Baumgartner, M., & Cherubini, E. (2022). Prerequisites for the adoption of AI technologies in
manufacturing–Evidence from a worldwide sample of manufacturing
companies. Technovation, 110, 102375.
https://www.sciencedirect.com/science/article/pii/S0166497221001565

Kleinberg, J., Himabindu Lakkaraju, Leskovec, J., Ludwig, J., & Sendhil Mullainathan. (2017). Human
Decisions and Machine Predictions*. The Quarterly Journal of Economics.
https://doi.org/10.1093/qje/qjx032

Li, X., Cui, L., & Huang, L. (2020). Artificial Intelligence and organizational productivity: A meta-
analysis. International Journal of Production Economics, p. 227, 107643.
https://doi.org/10.1016/j.ijpe.2019.107643

Lu, Y., Zhou, L., & Li, J. J. (2020). Research on the application of artificial Intelligence in innovative
entrepreneurship. Journal of Open Innovation: Technology, Market, and Complexity, 6(3), 71.

Nazer, L. H., Razan Zatarah, Waldrip, S., Janny, Moukheiber, M., Khanna, A. K., Hicklen, R. S., Lama
Moukheiber, Moukheiber, D., Ma, H., & Mathur, P. (2023). Bias in artificial intelligence
algorithms and recommendations for mitigation. PLOS Digital Health, 2(6), e0000278–e0000278.
https://doi.org/10.1371/journal.pdig.0000278

Ramesh, S., & Das, S. (2022). Adoption of AI in Talent Acquisition: A Conceptual Framework. Lecture
Notes in Networks and Systems, 12–20. https://doi.org/10.1007/978-3-031-01942-5_2

Rigor in Qualitative Research. The American Journal of Pharmaceutical Education, 84(1), 7120–7120.
https://doi.org/10.5688/ajpe7120

Sauer, P. C., & Seuring, S. (2023). How to conduct systematic literature reviews in management research:
a guide in 6 steps and 14 decisions. Review of Managerial Science, 1-35.
https://link.springer.com/article/10.1007/s11846-023-00668-3

16
Shah, K., Egan, G., Huan, L. N., Kirkham, J., Reid, E., & Tejani, A. M. (2020). Outcome reporting bias in
Cochrane systematic reviews: a cross-sectional analysis. BMJ Open, 10(3).
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7076244/

Shaikh, F., Afshan, G., Anwer, R. S., Abbas, Z., & Sahibzada, U. F. (2022). Artificial intelligence and
employee productivity: two-way process through knowledge sharing and well-being.
https://ir.iba.edu.pk/sbsic/2022/program/6/

Smith, A., & Johnson, B. (2018). Artificial Intelligence and productivity: Evidence from the firm level.
Working Paper Series, Federal Reserve Bank of San Francisco. Retrieved from
https://www.frbsf.org/economic-research/files/wp2019-01.pdf.

Sukumar, S. R., Natarajan, A., Ananthakrishnan, R., & Khamitkar, S. D. (2018). Artificial Intelligence and
machine learning in health care: Opportunities and challenges. Frontiers in Health Informatics, 7,9.

Sulaiman Alsheibani, Messom, C., Cheung, Y., & Mazoon Alhosni. (2020). Artificial

Tornartzky, L. G., & Fleischer, M. (2020). The processes of technological innovation: Tornatzky, Louis G.:
Free Download, Borrow, and Streaming: Internet Archive. Internet Archive.
https://archive.org/details/processesoftechn0000torn/page/n5/mode/2up

Trunk, A., Birkel, H., & Hartmann, E. (2020). On the current state of combining human and artificial
Intelligence for strategic organizational decision-making. Business Research, 13(3), 875-919.
https://link.springer.com/article/10.1007/s40685-020-00133-x

Wamba-Taguimdje, S. L., Fosso Wamba, S., Kala Kamdjoug, J. R., & Tchatchouang Wanko, C. E. (2020).
Influence of artificial Intelligence (AI) on firm performance: the business value of AI-based
transformation projects. Business Process Management Journal, 26(7), 1893-1924.
https://www.researchgate.net/profile/Kala-Kamdjoug-Jean-
Robert/publication/340210939_Influence_of_Artificial_Intelligence_AI_on_Firm_Performance_T
he_Business_Value_of_AI-
based_Transformation_Projects/links/5eaa905645851592d6abcf63/Influence-of-Artificial-
Intelligence-AI-on-Firm-Performance-The-Business-Value-of-AI-based-Transformation-
Projects.pdf

Wang, Y., Kung, L., & Byrd, T. A. (2019). Big data analytics: Understanding its capabilities and potential
benefits for healthcare organizations. Technological Forecasting and Social Change, pp. 144, 357–
364.

West, D. M., & Allen, J. R. (2018, April 24). How artificial Intelligence is transforming the world.
Brookings. https://www.brookings.edu/articles/how-artificial-intelligence-istransforming-the-
world/

Wiesenthal, M. (2022). The ethical implications of AI-based mass surveillance tools. Hs-Ruhrwest.de.
https://repositorium.hs-ruhrwest.de/files/770/Masterarbeit_Marvin_Wiesenthal_10008386.pdf

Zhou, Y., Liao, S., & Li, Y. (2021). Artificial Intelligence, Big Data, and Innovation: An Empirical
Investigation in Chinese high-tech Industries. Sustainability, 13(2), 696.

17