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The purpose of this study is to investigate how artificial intelligence is changing and promoting organizational learning and development in 21st century.

The paper adopted an exploratory study using the open-ended approach of quantum theory, including 55 depth interviews and one focus group discussion with employees representing top-level management, mid-level management and first-line management having mainly an artificial intelligence and organizational learning/strategies background.

The finding showed that when AI is strategically placed within an organization, there is opportunity for humans and AI to learn from one another to develop these new capabilities and core competencies that give an organizations added competitive advantage.

Exploring artificial intelligence in a context at one sector (telecommunication sector), the research results may lack general acceptance because of disparities of AI adoption in other sectors. Therefore, researchers are encouraged to test the proposed propositions further in other sectors.

The paper includes implications for artificial intelligence sustainability as a tool for organizational learning and strategy. It is observed that AI has increased the demand for managerial skills such as creativity, innovation, troubleshooting, data mining, emotional intelligence, adaptability and problem-solving. The study showed that organizations will need to have an appropriate level of knowledge and skill in AI to be effective in leveraging it as an integral facet of their organizational strategy.

This study is novel on account of its applicability in AI’s ability to work harmoniously with human employees which can stimulate mutual learning between the two, resulting in a relationship similar to that of a relationship with a teammate or colleague in the workplace which will invariably results into competitive advantage.

Using the transportation theory, and the brand equity model, this study aims to examine how short video narratives from a tourist perspective increased brand equity dimensions which could lead to intention to patronise. Further, the study tested the moderating role of real-world video between the brand equity dimensions and intention to patronise.

A sequential explanatory mixed method is adopted for this study. An empirical study was conducted in the first phase with 1,119 participants. In the second phase, the quantitative results were used to develop a semi-structured interview guide for in-depth interviews with 9 respondents to validate the quantitative outcomes. The structural equation modelling technique was utilised to analyse the quantitative data, whereas content analysis was used for the qualitative data.

The results revealed that short video narratives lead to horti-awareness, image and value. Additionally, horti-awareness, and value had a significant impact on intention to patronise horti-tourism destinations. Another interesting observation is that the negative perceived quality might be as a result of the short video emanating from a tourist perspective. Importantly, potential tourists perceived the real-world video to be authentic, thus strengthening the relationship between the brand equity dimensions and intention to patronise.

This research provided valuable insights for marketers/management and stakeholders within the tourism and hospitality sector to achieve benefits derived from the findings of the study.

To the best of the authors knowledge, this study is the first attempt to embed the theory of transportation and the brand equity model in understanding horti-tourism destinations, which can rarely be found in extant literature.