2026· International journal of research and scientific innovation· 0 citations
TL;DR
The paper presents a theoretical synthesis on how changes in the financial responsiveness, the operational adaptiveness, and the governance posture of digital enterprises are transformed by AI-enabled cloud ERP, by drawing from a systematic analysis of a curated Scopus-indexed corpus.
Abstract
Although ERP has progressed from a closed, transactional records management platform to an open, intelligent system that learns, recommends and to an increasing degree acts, the conditions under which embedded AI capabilities translate into organizational agility remain insufficiently understood. The paper presents a theoretical synthesis on how changes in the financial responsiveness, the operational adaptiveness, and the governance posture of digital enterprises are transformed by AI-enabled cloud ERP, by drawing from a systematic analysis of a curated Scopus-indexed corpus. The review is organized around four established lenses, the Resource-Based View, Dynamic Capabilities Theory, Socio-Technical Systems Theory and the Technology Organization Environment framework. Merging these perspectives, the study provides a common conceptualization of a closed-loop and five stage decision pipeline with a five level ERP-AI maturity model. Three recurring themes can be seen in the literature. Embedded learning is linked to faster cycles towards financial close, improved responsive demand and risk planning, and a decreasing number of manual activities, but the degree of improvement is dependent on data quality, modular architecture, and governance maturity. Second, Enterprise platforms are among the strongest when they reflect different philosophies of architecture and not "veto points" for anything. Third, agility value is concentrated in companies that already have digital capabilities that they can leverage through their customer, cloud and commercially-available digital platforms, indicating that AI ERP is an add-on to a digital architecture, not a replacement. It provides theoretical research contributions within the domain of dynamic capability in the digital context, as well as a managerial diagnostic based on clean-core design, layered governance and maturity-aligned sequencing, and ends with 7 concrete directions for further research.
Digital transformation has become essential for organizations competing in a data-driven economy, driven largely by the integration of Artificial Intelligence (AI) and advanced data platforms. These technologies enable smart automation, predictive analytics, and real-time decision-making. This paper presents digital transformation as a multi-dimensional process involving organizational culture, business processes, and technological infrastructure, with AI-powered data platforms at its core. It reviews key technological developments prior to 2019, including cloud computing, big data frameworks like Hadoop and Spark, and early enterprise AI adoption. Current research emphasizes the importance of data governance, scalability, and interoperability. The paper proposes a structured implementation approach covering data collection, preprocessing, model development, deployment, and continuous optimization, supported by a flow-based architecture. Findings show that organizations adopting AI-enabled platforms achieve up to 45% improvement in operational efficiency and a 35% reduction in decision-making delays. The study concludes by stressing the need to align AI initiatives with business goals and highlights future directions such as autonomous systems and ethical AI practices.
S. Rahman· International Journal of Art...· 0 citations
The study contributes to information systems research by reframing AI readiness from a static resource inventory to an evolving organisational capability and offers managers a diagnostic logic for sequencing AI investments and avoiding premature scaling.
K. Jonak, Andrzej Wodecki· Discover Artificial Intellig...· 0 citations
An extended theoretical framework that integrates AI-specific trustworthiness and organizational digital maturity as contingency mechanisms is proposed and offers actionable directives for policymakers and business managers seeking to accelerate digital maturity.
Nor Fazalina Salleh, N. H. Asnawi, Norfazlina Ghazali et al.· International journal of res...· 0 citations
The proposed framework offers a real-world action plan for sustainable AI transformation and a theoretical understanding of the phenomenon of AI transformation by offering a structured, risk-mitigated pathway toward high-maturity, AI-enabled enterprise operations.
M. Abuhaimed· Journal of Intelligent Decis...· 0 citations
The paper shows how familiar decision-system properties generate emergent organizational effects when recursively coupled within operational workflows and why comparable investments can produce divergent outcomes.
Albert Adusei Brobbey· Journal of Enterprise Inform...· 0 citations
Digital technologies, particularly artificial intelligence (AI) and big data analytics (BDA), are increasingly recognized as drivers of competitive advantage, yet the mechanisms through which they enhance organizational performance remain insufficiently understood. Grounded in Teece’s dynamic capabilities framework, this scoping review examines how digital technologies enable sensing, seizing, and reconfiguring capabilities and their impact on organizational performance. Following PRISMA-ScR guidelines, 1349 records from Scopus and Web of Science were screened, resulting in 21 eligible studies (2017–2025). A thematic synthesis and a complementary random-effects meta-analysis of 15 quantitative studies (N = 6924) were conducted, representing an integrated scoping review with embedded quantitative synthesis. The findings show that AI and BDA strengthen sensing through advanced data analytics, AI and digital platforms enhance seizing via real-time decision support, and IoT and blockchain facilitate reconfiguring by improving process optimization and organizational flexibility. Dynamic capabilities consistently mediate the relationship between digital technologies and performance. The meta-analysis confirms a significant positive overall effect (β = 0.356, 95% CI: 0.258–0.454), remaining robust after publication bias correction (β = 0.338). This review further identifies three generative tensions, breadth–depth, speed–deliberation, and flexibility–rigidity, that underpin capability development. An integrative framework and future research agenda are proposed, extending dynamic capability theory by conceptualizing digital technologies as active enablers of organizational adaptation and sustained performance.
Hajar Bouladasse, Hanae Idari, Said El Ganich et al.· Information· 0 citations
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