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Disruptive technologies are accelerating global growth. Artificial intelligence (AI) has the potential to transform the idea of delivering value to end users. On the other hand, the growth of Industry 5.0 has given rise to the concept of humanizing technology, and AI is a promising technology with the potential to contribute to business success. Nevertheless, the idea of value creation in the field of AI is novel, so it is necessary to define the meaning of value by understanding the context of AI applicability in different environments and industries. In this chapter, the author uses the Scientific Procedures and Rationales for Systematic Literature Reviews (SPAR-4-SLR) procedure to conduct an SLR that provides interesting insights into the focus, industries, and methodologies and approaches used in existing research. Following the initial literature review on the state of the art of AI and value creation, the author also offers a reflection on the strategic implications of AI in the field of marketing, postulating a macrovalue creation framework that addresses the existence of implications on three different levels: emerging markets, Sustainable Development Goals, and adoption issues. Therefore, this chapter examines the value creation perspectives of AI to understand the current research focus and future directions.

This chapter discusses the relevance of a community of practice (CoP) for a reflexive gender equality policy and reflects on the different approaches taken within TARGET. It is based on the literature on CoPs and structural change as well as on experiences in transferring this approach to the context of implementing gender equality plans (GEPs) within different types of research organisations. While the notion of the CoP was coined in the 1990s, literature on gender and such communities remained scarce until a recent wealth of research looked at the role played by inter-institutional CoPs in advancing structural change in research organisations. In this chapter, we examine whether and how an institutional CoP approach has been a useful vehicle for gender equality plan development and how the different configurations of internal and external stakeholders within the CoPs have impacted GEP implementation.