Artificial intelligence as a bridge between organizational readiness and marketing strategies

Abstract

Despite substantial investments in artificial intelligence (AI), many financial institutions continue to struggle to convert AI capabilities into effective marketing strategies because of inadequate organizational readiness, fragmented technological infrastructure, and limited cross-functional integration. These challenges often reduce the strategic value of AI initiatives and hinder organizations from achieving data-driven marketing planning and sustainable competitive advantage. Therefore, this paper explores the impact of organizational readiness on AI-enabled capabilities and marketing strategies in the financial sector. The research is based on Dynamic Capabilities Theory and evaluates how organizational readiness develops capabilities related to AI infrastructure, AI business spanning, and an AI proactive stance that ultimately impacts marketing strategy. Using a quantitative survey method, data were collected from 220 employees from banks, insurance companies and microfinance institutions. The relationship between the hypotheses of this research was tested using Structural Equation Modeling with Smart PLS. The results indicated that organizational readiness is a strong predictor of AI infrastructure, business spanning and proactive stance; additionally, AI infrastructure and business spanning are significant predictors of marketing strategy. However, there was no significant direct or indirect impact of AI proactive stance on marketing strategy. The findings of this study emphasize the necessity of aligning internal resources, technology investment and cross-functional integration for the development of optimal marketing strategies. Furthermore, this study contributes to sustainable development goals (SDG) 9 (Industry, Innovation and Infrastructure) by demonstrating how organizational readiness strengthens AI-enabled infrastructure and innovation capabilities in the financial sector.