Banks are investing in artificial intelligence (AI) to develop more innovative business models in order to face competition. The main objective of this paper consists in analyzing bank experiences when they introduce AI from the theory of dynamic capabilities and the resource-based view approach. Documentary research enables the description of experiences in three companies from the financial industry. It has been considered of interest to include different international experiences. For that reason, a firm providing debit and credit card services has been included, MasterCard, along with international banks such as Royal Bank of Scotland and Caixa Bank. Results show that AI enables firms to promote new relationships with customers, detect their needs or experiences, and adapt the service given by firms to be more competitive. AI also allows them to speed up responses to customers answers and doubts through its value chain. This research also shows that the proper implementation of AI permits a reconfiguration of traditional banking scenario. Detection, absorption, integration, and innovation are capabilities that allow these firms to build the managerial skills oriented to save costs, increase efficiency, and be more competitive.

COVID-19 has accelerated digital transformation in teaching-learning environments. Universities based on face-to-face models have had to quickly adapt their processes to ensure the success of remote teaching-learning systems in the last months. The growing demand for technological resources has meant an effort to understand the requirements and variables that affect students’ acceptance, intention to use, and adoption of these tools. This study aims to analyze students’ acceptance of online processes adopted by universities because of the COVID-19 scenario. Although this study is based on a Technology Acceptance Model (TAM), it also considers other factors, such as perceived efficiency and satisfaction. A questionnaire was built and distributed to 313 students. The data were processed using the Structural Equation Model (SEM) method. The results indicate that 30.7% of the students improved their views of remote education using online systems. However, 49.9% of students do not believe that face-to-face teaching-learning education will be replaced by virtual teaching-learning education in the long term. Our findings confirm that the enriched TAM model built provides a useful theoretical approach to understanding and explaining users’ acceptance of remote learning environments when there is a need to rapidly migrate from face-to-face to online teaching-learning processes.

The banking industry has been forced to restructure its processes to get adapted to a more technological environment as a consequence of the changes experienced in the market. Academic literature has paid special attention to the most critical relationship at firms, customers. Customer relationship management (CRM) offers good opportunities to increase efficiencies in this relationship. For this reason, this research analyses to what extent the implementation of CRM systems in the banking industry has offered good results in terms of dynamic capabilities. For that, some dynamic capabilities have been identified after CRMs implementation process has taken place. A theoretical model has been built and empirically validated by means of a representative sample of banking firms applying structural equation model analysis (SEM). Results show how firms, by properly implementing CRM systems, can reach dynamic capabilities. As main practical implications for firms, it is interesting to orient CRMs implementation to reach dynamic capabilities.

Customer Relationship Management Systems, CRM, are technological assets that can help firms to develop the required managerial skills to promote an efficient market segmentation strategy. In this article an example of an outstanding application of Customer Relationship Management system CRM, to the restaurant industry is offered. The VIPs group has developed through time a group of organizational routines that have helped the firm to reach success in the implementation and use of this tool. Therefore, a follow-up of the strategy followed with the CRM system in the period from 2011-2016 has been performed in this article. By properly using this technology, the company has been able to identify opportunities and threads in the market where it operates. This analysis has enabled the firm to develop mass-customized strategies facing its real and potential customers. This case proofs good practices in the use of CRMs in the restaurant industry. The case provided has become a referent in this field.