Adoption of artificial intelligence integrated CRM system: an empirical study of Indian organizations

Abstract

Purpose The purpose of this study is to explore the behavioral intention of the employees to adopt artificial intelligence (AI) integrated customer relationship management (CRM) system in Indian organizations. Design/methodology/approach To identify the factors impacting the behavioral intention of the employees to adopt AI integrated CRM system in Indian organizations helps of literature review and theories have been taken. Thereafter, some hypotheses have been formulated followed by the development of a theoretical model conceptually. The model has been tested statistically for validation using a survey by considering 308 usable respondents. Findings The results of this study show that perceived usefulness and perceived ease of use directly impact the behavioral intention of the employees to adopt an AI integrated CRM system in organizations. Also, these two exogenous factors impact the behavioral intention of the employees to adopt an AI integrated CRM system mediating through two intermediate variables such as utilitarian attitude (UTA) and hedonic attitude (HEA). The proposed model has achieved predictive power of 67%. Research limitations/implications By the help of the technology acceptance model and motivational theory, the predictors of behavioral intention to adopt AI integrated CRM systems in organizations were identified. The effectiveness of the model was strengthened by the consideration of two employee-centric attitudinal attributes such as UTA and HEA, which is claimed to have provided contributions to the extant literature. The proposed theoretical model claims a special theoretical contribution as no extant literature considered the effects of leadership support as a moderator for the adoption of an AI integrated CRM system in Indian organizations. Practical implications The model implies that the employees using AI integrated CRM system in organizations must be made aware of the usefulness of the system and the employees must not face any complexity to use the system. For this, the managers of the concerned organizations must create a conducive atmosphere congenial for the employees to use the AI integrated CRM system in the organizations. Originality/value Studies covering exploration of the adoption of AI integrated CRM systems in Indian organizations are found to be in a rudimentary stage and in that respect, this study claims to have possessed its uniqueness.

Modelling the factors in the adoption of artificial intelligence in Indian management institutes

“…Perceived usefulness and perceived ease of use have been reported as autonomous factors but with less dependence power and less driving power, and they occupy the same level and are interconnected (Moslehpour et al , 2018; Rahmi et al , 2018). Leadership support, reported to be at the most basic level in the ISM model, is the most important variable in considering the adoption of AI in Indian management institutes, as also reported by Chatterjee et al (2020) and Keengwe et al (2009) in the new technology adoption.…”

Impact of firm's intellectual capital on firm performance: a study of Indian firms and the moderating effects of age and gender

“…The different interpretations of IC lead to the conclusion that IC includes abilities and resources that are valuable, rare, inimitable and non-substitutable. If a firm can achieve this, it can ensure better performance along with sustainable CA (Zlatkovic, 2018;Bhattacharjee et al, 2020;Chatterjee, 2020;Ghosh et al, 2020). Different scholars have classified IC with different dimensions such as SC and HC (Edvinsson and Malone, 1997;Christos, 2019;Chaudhuri et al, 2021;Majumdar et al, 2020;Bhattacharjee et al, 2020;Chatterjee et al, 2021b); SC, employee capital and consumer capital (Zerenler et al, 2008;Barrena-Mart ınez et al, 2019;Chatterjee et al, 2021a); and social capital, HC and organization capital (Reed et al, 2006;McDowell et al, 2018;Chatterjee et al, 2020).…”

“…If a firm can achieve this, it can ensure better performance along with sustainable CA (Zlatkovic, 2018;Bhattacharjee et al, 2020;Chatterjee, 2020;Ghosh et al, 2020). Different scholars have classified IC with different dimensions such as SC and HC (Edvinsson and Malone, 1997;Christos, 2019;Chaudhuri et al, 2021;Majumdar et al, 2020;Bhattacharjee et al, 2020;Chatterjee et al, 2021b); SC, employee capital and consumer capital (Zerenler et al, 2008;Barrena-Mart ınez et al, 2019;Chatterjee et al, 2021a); and social capital, HC and organization capital (Reed et al, 2006;McDowell et al, 2018;Chatterjee et al, 2020). Studies have revealed that most acceptable dimensions of IC consist of HC, SC and CC (Bontis, 1999;Zerenler et al, 2008;Sumedrea, 2013;Secundo et al, 2018;Vrontis et al, 2019;Glykeria, 2019).…”

Entrepreneurial behavior of family firms in the Indian community: adoption of a technology platform as a moderator

“…Family firms can extract the best potential from technological advancements by using the opportunities (Gurbaxani and Dunkle, 2019;Zahra et al, 2005). Family firms need to recognize the technological opportunities to use the updated innovations that would help them to accurately analyze customers' data at less cost with modern technology such as artificial intelligence (AI), blockchain and internet of things (Chatterjee et al, 2019(Chatterjee et al, , 2020a. In this digital era, family firms will not be able to sustain completeness and survive if they continue with their existing business model.…”

“…In this age of digital economy, family firms must focus on digital transformation and digital innovation for their survival (Nambisan, 2017;Chatterjee et al, 2019). They need to use technology like AI-integrated customer relationship management systems (Chatterjee et al, 2020a) to know their customers better and quicker, incurring less cost (Leong et al, 2016). Family firms should use the latest technology platform to keep pace with other firms, shaking off their age-old idea of favoring stability over change (Canterino et al, 2013).…”