Применение искусственного интеллекта в бизнес-процессах: от практики использования к определению понятия искусственного интеллекта и его функций

Artificial Intelligence (AI) has emerged as a disruptive and transformative force in education as it offers potential benefits such as personalized learning, effective assessment methodologies, and automated administrative processes. This study examines the teachers' perspectives on AI integration in education, reflecting on their perceptions, prevalent challenges, and professional development practices required to empower the teachers with technical skills to ensure effective implementation of AI. A questionnaire was prepared, validated, and used to collect data from the teachers about their awareness and readiness to adopt emerging technologies such as AI, AR, and VR. Some open-ended questions were added to collect information regarding the challenges faced and supportive measures required for AI integration in Education.The research reveals that the majority of teachers reflected a positive attitude toward AI integration. Many educators realize that AI can fill quality gaps in education by making learning experiences more enriching, and student-centered, and enhancing assessment practice. Teachers also appreciate AI in terms of alleviating their burden and making the teaching-learning process student-centric. However, the report highlights major challenges faced by teachers in integrating AI in Education, including limited accessibility to AI-based resources, lack of training, ethical concerns, and data privacy. Concerns regarding resistance to change and infrastructure constraints complicate AI integration further. The study underscores the need for effective and professional training programs to equip and apprise teachers with the skills and confidence to integrate AI into teaching practices. Workshops, online courses, and hands-on training are preferred modes of professional development identified through the study. Moreover, Institutional policies must also align with the vision of NEP 2020 regarding AI in education. Policies also try to create friendly environments for using AI, reducing infrastructural bottlenecks or gaps, establishing ethical use guidelines, and involving teachers in processes of decision-making.This research has also emphasized the role of teachers in realizing AI’s potential and advocating for effective strategies needed to overcome challenges associated with AI Integration. By empowering teachers through adequate training and resources, the education sector can harness the power of AI to create an inclusive, effective, and future-ready learning environment.

Artificial Intelligence (AI) has emerged as a disruptive and transformative force in education as it offers potential benefits such as personalized learning, effective assessment methodologies, and automated administrative processes. This study examines the teachers' perspectives on AI integration in education, reflecting on their perceptions, prevalent challenges, and professional development practices required to empower the teachers with technical skills to ensure effective implementation of AI. A questionnaire was prepared, validated, and used to collect data from the teachers about their awareness and readiness to adopt emerging technologies such as AI, AR, and VR. Some open-ended questions were added to collect information regarding the challenges faced and supportive measures required for AI integration in Education.The research reveals that the majority of teachers reflected a positive attitude toward AI integration. Many educators realize that AI can fill quality gaps in education by making learning experiences more enriching, and student-centered, and enhancing assessment practice. Teachers also appreciate AI in terms of alleviating their burden and making the teaching-learning process student-centric. However, the report highlights major challenges faced by teachers in integrating AI in Education, including limited accessibility to AI-based resources, lack of training, ethical concerns, and data privacy. Concerns regarding resistance to change and infrastructure constraints complicate AI integration further. The study underscores the need for effective and professional training programs to equip and apprise teachers with the skills and confidence to integrate AI into teaching practices. Workshops, online courses, and hands-on training are preferred modes of professional development identified through the study. Moreover, Institutional policies must also align with the vision of NEP 2020 regarding AI in education. Policies also try to create friendly environments for using AI, reducing infrastructural bottlenecks or gaps, establishing ethical use guidelines, and involving teachers in processes of decision-making.This research has also emphasized the role of teachers in realizing AI’s potential and advocating for effective strategies needed to overcome challenges associated with AI Integration. By empowering teachers through adequate training and resources, the education sector can harness the power of AI to create an inclusive, effective, and future-ready learning environment.

Purpose The purpose of this study is to provide a holistic understanding of the factors that either promote or hinder the adoption of artificial intelligence (AI) in supply chain management (SCM) and operations management (OM). By segmenting the AI lifecycle and examining the interactions between critical success factors and critical failure factors, this study aims to offer predictive insights that can help in proactively managing these factors, ultimately reducing the risk of failure, and facilitating a smoother transition into AI-enabled SCM and OM. Design/methodology/approach This study develops a knowledge graph model of the AI lifecycle, divided into pre-development, deployment and post-development stages. The methodology combines a comprehensive literature review for ontology extraction and expert surveys to establish relationships among ontologies. Using exploratory factor analysis, composite reliability and average variance extracted ensures the validity of constructed dimensions. Pearson correlation analysis is applied to quantify the strength and significance of relationships between entities, providing metrics for labeling the edges in the resource description framework. Findings This study identifies 11 dimensions critical for AI integration in SCM and OM: (1) setting clear goals and standards; (2) ensuring accountable AI with leadership-driven strategies; (3) activating leadership to bridge expertise gaps; (4) gaining a competitive edge through expert partnerships and advanced IT infrastructure; (5) improving data quality through customer demand; (6) overcoming AI resistance via awareness of benefits; (7) linking domain knowledge to infrastructure robustness; (8) enhancing stakeholder engagement through effective communication; (9) strengthening AI robustness and change management via training and governance; (10) using key performance indicators-driven reviews for AI performance management; (11) ensuring AI accountability and copyright integrity through governance. Originality/value This study enhances decision-making by developing a knowledge graph model that segments the AI lifecycle into pre-development, deployment and post-development stages, introducing a novel approach in SCM and OM research. By incorporating a predictive element that uses knowledge graphs to anticipate outcomes from interactions between ontologies. These insights assist practitioners in making informed decisions about AI use, improving the overall quality of decisions in managing AI integration and ensuring a smoother transition into AI-enabled SCM and OM.

In the realm of Artificial Intelligence (AI) integration and project management efficiency (PME), a comprehensive research study has been conducted, primarily focusing on various industries in Pakistan. The intricate interplay between AI integration, team proficiency in AI, organizational support for AI technologies, and PME forms the crux of this investigation. The theoretical underpinning of this research has been rooted in the Resource-Based View (RBV) theory. Data for this study have been collected through a structured questionnaire survey, targeting a diverse group comprising project managers, IT managers, senior executives, and other key personnel engaged in AI-driven decision support systems. The research has revealed significant positive correlations between the integration of AI, team proficiency in AI, organizational support for these technologies, and PME. These findings highlight the crucial role these elements play in enhancing project outcomes. This study, by uncovering these relationships, offers valuable insights for organizations aiming to optimize their project management practices, especially in emerging economies like Pakistan. It contributes to the existing body of knowledge by providing a nuanced understanding of how AI integration can be leveraged to enhance project management efficiency. Furthermore, the study discusses broader implications for policy and suggests directions for future research, emphasizing the strategic importance of nurturing AI competencies and fostering organizational support for AI technologies to realize enhanced project management outcomes.

This research paper explores how structured Artificial Intelligence (AI) implementation is reshaping corporate financial management, particularly by enhancing operational efficiency and improving decision-making quality. In today’s competitive business environment, finance functions are evolving from routine transactional roles to strategic drivers of value, and AI plays a central role in this transformation. The study applies a mixed-method approach using primary data from 100 finance professionals across various sectors in India, analyzed using IBM SPSS Statistics. The findings indicate that structured AI frameworks significantly improve reporting accuracy, budgeting precision, and strategic decision-making speed. However, challenges such as high implementation costs, integration barriers, and skill gaps persist. Industry leaders who approach AI adoption systematically—through well-defined phases, staff training, and policy alignment—experience greater financial efficiency than those who adopt AI tools in isolation. This research concludes that a structured AI roadmap is no longer optional but essential. Recommendations include phased AI rollouts, cross-functional collaboration, ethical usage, and integration with ERP systems. These findings aim to guide finance professionals and decision-makers in maximizing AI's potential while minimizing risk and resistance. Keywords: Artificial Intelligence, Corporate Finance, Decision-Making, Efficiency, SPSS, ERP, Financial Reporting, AI Integration

Artificial Intelligence (AI) has the potential to reshape family medicine by enhancing clinical, educational, administrative, and research operations. Despite AI's transformative potential, its adoption is inconsistent, and strategic frameworks remain limited. This study explores current AI adoption, organizational policies, integration priorities, and budget allocations within family medicine departments. A survey of 218 family medicine department chairs in the US and Canada was conducted via SurveyMonkey from August 13 to September 20, 2024, as part of the Council of Academic Family Medicine (CAFM) Educational Research Alliance (CERA) omnibus project. Survey questions assessed current and planned AI utilization, presence of formal departmental or organizational policies (defined as written guidelines, strategic plans, or frameworks), integration priorities, and budget allocations. Data were analyzed using Chi-square tests, Wilcoxon Rank Sum tests, and Kruskal-Wallis tests, with a primary focus on bivariate comparisons. The survey achieved a 50.9% response rate (111/218). Current AI use was reported by 56.9% (62/109), while 37.6% (41/109) indicated formal organizational policies. Primary goals for AI integration included improving clinical operations (52.3%), administrative streamlining (16.5%), educational applications (11.9%), and research (4.6%). Budget allocations were minimal (median, 0%; mean 2.4%), though departmental budgets likely underestimate actual institutional investment in AI. Departments reporting AI use had significantly more full-time equivalent faculty (median, 40.0 vs 25.5, P = .023). Geographic and chair demographics were not significantly associated with differences in AI adoption. AI integration in family medicine departments is viewed as essential, though current adoption is limited by uncertain strategic planning and minimal departmental budget allocations, potentially reflecting reliance on centralized institutional information technology (IT) investments. While AI is widely viewed as important, structured policy frameworks and implementation strategies are still developing. Further research is essential to guide policy development and strategic investment to ensure AI's safe, efficient, and effective integration into family medicine.

This article examines the theoretical and practical implications of artificial intelligence (AI) integration in supply chain management (SCM). AI has developed dramatically in recent years, embodied by the newest generation of large language models (LLMs) that exhibit human‐like capabilities in various domains. However, SCM as a discipline seems unprepared for this potential revolution, as existing perspectives do not capture the potential for disruption offered by AI tools. Moreover, AI integration in SCM is not only a technical but also a social process, influenced by human sensemaking and interpretation of AI systems. This article offers a novel theoretical lens called the AI Integration (AII) framework, which considers two key dimensions: the level of AI integration across the supply chain and the role of AI in decision‐making. It also incorporates human meaning‐making as an overlaying factor that shapes AI integration and disruption dynamics. The article demonstrates that different ways of integrating AI will lead to different kinds of disruptions, both in theory and in practice. It also discusses the implications of AI integration for SCM theorizing and practice, highlighting the need for cross‐disciplinary collaboration and sociotechnical perspectives.

Integrating blockchain technology with artificial intelligence (AI) i.e., blockchain Intelligence makes an extremely powerful tool that solves many multidimensional problems in several domains. Blockchain technology has the potential to provide links to shared data, transactions, and records in a decentralized, safe, and reliable manner, including the information and decision-making capability of AI which makes machines similar as capable as humans. This study is intended to present an updated systematic review of the integration of Blockchain and AI in various application areas. We have studied and summarized more than 100 research papers to present an updated version of the review. We also discuss the future of Blockchain technologies with AI. By integrating these two technologies results increases the security, efficiency, and productivity of the applications. Past works feature a few possible advantages of integration of Blockchain and AI, yet just give a restricted hypothetical system to depict forthcoming certifiable combination instances of the two advances. We survey and orchestrate surviving exploration on the integration of AI and Blockchain are other ways around to thoroughly build up a future research plan on the fusion of the two innovations. We also proposed an agenda to develop a secure system of cyber threat intelligence information exchange by using features of blockchain and artificial intelligence. This paper mainly focusses on explaining how collaboration of blockchain and AI gives immense boost in latest domains like Cybersecurity, Healthcare, Supply Chain Management, Finance and Banking and Social Media Analytics.

Enhancing teacher AI literacy and integration through different types of cases in teacher professional development

This study investigates the influence of artificial intelligence (AI) integration on teachers’ professional identity and job satisfaction using a quantitative research design involving 251 respondents. Descriptive statistics showed relatively high levels of AI integration (M = 3.98, SD = 0.62) and professional identity (M = 4.12, SD = 0.58), indicating strong engagement with AI tools and a well-defined sense of professional role among teachers. Pearson correlation analysis revealed a moderately strong, statistically significant positive relationship between AI integration and professional identity (r = 0.612, p = 0.000), demonstrating that increased use of AI is associated with a strengthened professional identity. Mediation analysis further indicated that institutional factors significantly influence the relationship between AI integration and job satisfaction, with AI integration positively predicting institutional support (β = 0.54, p = 0.000) and institutional factors strongly predicting job satisfaction (β = 0.47, p = 0.000). Both a significant direct effect (β = 0.29, p = 0.001) and a strong indirect effect (β = 0.25, p = 0.000) were found, confirming partial mediation. These findings highlight that AI not only enhances teachers’ identity and satisfaction but that successful implementation relies heavily on institutional readiness and support. Overall, the results underscore the importance of adopting teacher-centered AI strategies that reinforce professional identity, reduce workload, and enhance well-being.

Purpose This study aims to investigate how artificial intelligence (AI) integration in service delivery influences sustainability and business performance in small- and medium-sized enterprises (SMEs) across diverse sectors. It further examines the moderating roles of stakeholder engagement and adoption barriers and the mediating role of sustainability performance in the AI–business performance relationship. Design/methodology/approach A mixed-methods approach was used, combining survey data from 428 firms across four sectors with qualitative insights from 20 semistructured interviews. Partial least squares structural equation modeling tested the hypothesized relationships, while thematic analysis provided contextual understanding of implementation challenges and success factors. Findings AI integration significantly improves both sustainability and business performance. Stakeholder engagement strengthens the positive effect of AI on sustainability outcomes, while adoption barriers weaken AI’s impact on business performance. Sustainability partially mediates the relationship between AI integration and business outcomes, underscoring its strategic role. Practical implications To maximize AI’s value, SMEs should adopt phased strategies, engage stakeholders proactively and address technological and organizational barriers. These actions enhance AI’s effectiveness in driving sustainable, competitive service delivery. Originality/value This study advances the AI literature by linking AI adoption to dual sustainability and business benefits while also incorporating the moderating effects of engagement and barriers – an area previously underexplored. It offers a sector-sensitive, empirically grounded model of AI-enabled transformation in SMEs.

Purpose This paper aims to explore the paradigm shift in leadership and strategic management driven by the integration of responsible artificial intelligence (AI) in healthcare. It explores the evolving role of leadership in adapting to AI technologies while ensuring ethical governance, transparency and accountability in healthcare decision-making. Design/methodology/approach This study conducts a comprehensive review of current literature, case studies and industry reports to evaluate the implications of responsible AI adoption in healthcare leadership. It focuses on key areas such as AI-driven decision-making, resource optimisation, crisis management and patient care, while also addressing challenges in integrating AI technologies effectively. Findings The integration of AI in healthcare is transforming leadership from traditional, experience-based decision-making to data-driven, AI-enhanced strategies. Responsible leadership emphasises addressing ethical concerns such as bias, transparency and accountability. AI technologies improve resource allocation, crisis management and patient care, but challenges such as workforce resistance and the need for upskilling healthcare professionals remain. Practical implications Healthcare leaders must adopt a responsible leadership framework that balances AI’s potential with ethical and human-centred care principles. Recommendations include developing AI literacy programmes for healthcare professionals, ensuring inclusivity in AI algorithms and establishing governance policies that promote transparency and accountability in AI applications. Originality/value This paper provides a critical, forward-looking perspective on how responsible AI can drive a paradigm shift in healthcare leadership. It offers novel insights into the integration of AI within healthcare organisations, emphasising the need for leadership that prioritises ethical AI usage and promotes patient well-being in a rapidly evolving digital landscape.

In response to the urgent need to address climate change and reduce carbon emissions, there has been a growing interest in innovative approaches that integrate AI and CDR technology. This article provides a comprehensive review of the current state of research in this field and aims to highlight its potential implications with a clear focus on the integration of AI and CDR. Specifically, this paper outlines four main approaches for integrating AI and CDR: accurate carbon emissions assessment, optimized energy system configuration, real-time monitoring and scheduling of CDR facilities, and mutual benefits with mechanisms. By leveraging AI, researchers can demonstrate the positive impact of AI and CDR integration on the environment, economy, and energy efficiency. This paper also offers insights into future research directions and areas of focus to improve efficiency, reduce environmental impact, and enhance economic viability in the integration of AI and CDR technology. It suggests improving modeling and optimization techniques, enhancing data collection and integration capabilities, enabling robust decision-making and risk assessment, fostering interdisciplinary collaboration for appropriate policy and governance frameworks, and identifying promising opportunities for energy system optimization. Additionally, this paper explores further advancements in this field and discusses how they can pave the way for practical applications of AI and CDR technology in real-world scenarios.

This paper explores the relationship between Artificial Intelligence (AI) integration in the workplace, cultural orientation, and its impact on job autonomy and creative self-efficacy. Our study employs a mixed-method experimental design across 480 individuals from different cultural backgrounds, specifically individualistic (United Kingdom) and collectivistic (Mexico) cultures. We evaluate how they perceive AI's role in their professional lives. We focus on two key aspects: job autonomy, the level of control and discretion employees have over their tasks, and creative self-efficacy, the confidence in one's ability to generate innovative ideas. Our findings revealed a significant increase in job autonomy following AI integration across all participants. Interestingly, this increase was more pronounced in the individualistic participants. Regarding creative self-efficacy, we found gender-specific impacts, with male participants experiencing a decrease, contrary to our expectations. Finally, our results supported the hypothesis that cultural orientation influences perceptions of AI, with collectivistic participants being more receptive to AI integration. These findings have significant implications for organizations integrating AI in multicultural environments. They highlight the importance of considering cultural differences in AI deployment strategies and suggest a need for culturally sensitive AI systems. The study also opens avenues for future research, particularly in exploring the role of other cultural dimensions, conducting longitudinal studies, and investigating ethical and bias-related aspects of AI in the workplace.

Purpose This study aims to explore the interconnectedness between artificial intelligence (AI) integration, customer satisfaction, process task efficiency and organizational readiness within the hospitality and tourism sector, elucidating their combined influence on firm performance. Design/methodology/approach The research sample comprises 790 owners, supervisors, managers, customers and employees from 158 firms from hospitality and tourism firms in Guangzhou. This study uses a multimodel approach to analyze the relationships between AI integration, customer satisfaction, process task efficiency, organizational readiness and firm performance. Findings Model 1 indicates a positive correlation between AI integration and firm performance. Model 2 introduces customer satisfaction as a mediator, revealing its partial mediation effect on the relationship between AI integration and firm performance. Model 3 expands to demonstrate the moderating effect of process task efficiency on the AI integration–firm performance relationship. Finally, Model 4 incorporates organizational readiness as a predictor, enhancing the model’s fit and emphasizing its significance in driving firm performance alongside other factors. Research limitations/implications This study’s scope is limited to the hospitality and tourism sector in Guangzhou, potentially restricting the generalizability of findings to other industries or regions. Future research could explore diverse contexts to ascertain broader implications. Practical implications The findings underscore the multifaceted impact of AI integration on organizational outcomes, highlighting strategic opportunities for firms to enhance performance through investments in AI integration and organizational preparedness. Originality/value This study contributes to the understanding of how AI integration, along with factors like customer satisfaction, process task efficiency and organizational readiness, collectively shape firm performance within the hospitality and tourism sector, offering valuable insights for strategic decision-making and resource allocation.