Creating Value with Artificial Intelligence: A Multi-stakeholder Perspective

Güngör, Halime

doi:10.1177/2394964320921071

Cited by 32 publications

(17 citation statements)

References 13 publications

(16 reference statements)

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“…Fourth, scholars may wish to explore the proposed dynamics in the context of new technologies, including artificial intelligence (Güngör, 2020; Kaartemo & Helkkula, 2018; Russo-Spena et al, 2018), social media (Brey, 2019), cognitive technologies (Mele et al, 2018) or digital networks (e.g., Boswijk, 2017), which are expected to offer pertinent implications for value creation in increasingly digital or phygital CJs.…”

Section: Discussion Implications and Limitationsmentioning

confidence: 99%

“…Here, interaction has been defined as “mutual or reciprocal action or influence” (Vargo & Lusch, 2016, p. 9). While CE-based interactivity, traditionally, transpires through the customer’s interactions with human stakeholders (e.g., service employees/fellow customers), it can also manifest through their interactions with non-human entities, including service robots, chatbots, or virtual reality-based interfaces (e.g., Güngör, 2020; Storbacka et al, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

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Customer Journey Value: A Conceptual Framework

Hollebeek

Urbonavičius

Sigurðsson

et al. 2023

Journal of Creating Value

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Though firms are making substantial investments in the customer journey (CJ), the return on these investments remains tenuous, yielding a critical need for enhanced CJ-related accountability. Addressing this gap, we develop the concept of ‘customer journey value’ (CJV), defined as the perceived value of a customer’s journey to the customer and the firm, which facilitates the development of accountability in this regard. We also develop a social exchange theory-informed framework of CJV, which proposes customer- and firm-based customer engagement value (CEV) as core CJV antecedents. In turn, CJV is predicted to yield the customer-based consequences of attitudinal and behavioural brand loyalty and the firm-based consequences of enhanced customer lifetime value, as formalized in a set of propositions based on the framework. We conclude by outlining pertinent implications that arise from our analyses.

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Section: Discussion Implications and Limitationsmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Customer Journey Value: A Conceptual Framework

Hollebeek

Urbonavičius

Sigurðsson

et al. 2023

Journal of Creating Value

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“…IT firm managers are worried about the data being misused for other commercial purposes, while government policymakers and hospital management are concerned about the trustworthiness of the AI algorithm [47]. In Europe, a short survey by Güngör showed that business entities have positive feedback towards AI deployment but society perceived AI as bringing more risk than value [48]. Puaschunder conducted a survey, on a group of stakeholders consisting of academia, business, healthcare professionals, public and legal representations, to investigate the use of AI, robotics and big data in healthcare.…”

Section: Stakeholder Consensusmentioning

confidence: 99%

Current challenges of implementing artificial intelligence in medical imaging

Saw

2022

Physica Medica

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“…The artificial intelligence innovation can also create examination by revealing partners' exchangeable examples. This is because artificial intelligence is the umbrella for various methodologies that permit PCs/frameworks to perform with human-like capacities through understanding, hearing, understanding, and thinking (Güngör, 2020).…”

Section: "Engageable" Enrich the Engagement Via Gamification And Arti...mentioning

confidence: 99%

Corporate Sustainability Strategies Are Often Easier Said Than Done

Abdeldayem¹,

Aldulaimi²,

Baqi³

2022

OCS

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This study aims to analyse how contemporary stakeholder-engagement methods can enhance and acknowledge stakeholders' voices in the CSS and ensure better outcomes. Hence, this paper aims to narrow this gap by developing specific aspect profiles for sustainability strategies. The method of the current study relied on both primary data and secondary data. Hence, a questionnaire survey was developed to collect the required data. While, secondary data sources are obtained through the website sustainabilityexcellence.com. The data processing techniques were carried out using Stata 16 software and using the Multiple Linear Regression method. The sample of the study consisted of 422 people from different Gulf Cooperation Council (GCC) i.e. Saudi Arabia, UAE, Bahrain, Kuwait and Oman. The results revealed a high degree of stakeholders' perception of corporate sustainability strategies in the GCC. Also, people are aware and ready to afford the cost and efforts to generate more reliable and advanced strategies that promote corporate sustainability. The study also underscores three suggested recommendations that are based on a novel model (Reachable, Meaningful, and Fun “RMF”), as each element of this model is a recommendation that It believed to be highly-impactful actions that supports corporate leaders/teams to engage more fruitfully with stakeholder (more specifically customers and communities) and enrich the CSS. Lastly, this research effort is concluded with implications on the suggested recommendation (RMF), followed by some of the most critical takeaways for our corporate practices. The paper helps companies that already commit to sustainability to verify whether they are consistent in the implementation of a distinct sustainability strategy.

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Creating Value with Artificial Intelligence: A Multi-stakeholder Perspective

Cited by 32 publications

References 13 publications

Customer Journey Value: A Conceptual Framework

Customer Journey Value: A Conceptual Framework

Current challenges of implementing artificial intelligence in medical imaging

Corporate Sustainability Strategies Are Often Easier Said Than Done

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