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Published Papers - Special Issue 5, 2025
Artificial Intelligence in Management: State of the Art and Steps Forward
Accepted papers will be published on a continuous basis
(as soon as accepted) and listed together on this special issue page of the
journal.
Final publication date of the Special Issue 5: December 2025
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1. THE IMPACT OF ARTIFICIAL INTELLIGENCE ON ENHANCING THE TRAVEL EXPERIENCE FOR TOURISTS: AN ANALYSIS OF SUCCESSFUL MODELS
RECEIVED:
11.12.2024
REVISED:
17.05.2025
FIRST ONLINE:
18.05.2025
Fatima Zohra BENBRAHMI
University Center Nour Bachir, El Bayadh
Algeria
Hadj M'hammed MEHOR
University Center Nour Bachir, El Bayadh
Algeria
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-01
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The pace of adopting artificial intelligence (AI) is accelerating across various fields, and the travel and tourism sector is one of the most benefited from this technology. This article reviews the impacts of AI on the development of travel and tourism experiences, focusing on four model countries: Switzerland, Egypt, Saudi Arabia, and the smart city of Helsinki, Finland. The article highlights the challenges faced by the tourism sector in improving service quality and meeting travelers' expectations in the modern technological era. The significance of this research is highlighted by its emphasis on how AI can be used as an innovative tool to enhance travel experiences and increase the efficiency of tourism operations. The article aims to explore practical applications of AI in these countries and provide insights into best practices that can be adopted in the sector. Through the analysis of successful models, the article arrives at several key findings: First, AI technologies contribute to the personalization of services according to travelers' needs, thereby increasing their satisfaction. Second, big data enables the analysis of customer behavior and the improvement of marketing strategies. Third, technological innovations enhance operational efficiency and reduce costs. The article concludes by offering future insights on how to leverage AI to achieve further innovation and growth in the travel and tourism industry, emphasizing the importance of international collaboration in knowledge and experience exchange to develop the tourism sector for optimal results.
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2. HARNESSING DIGITAL TECHNOLOGIES FOR VALUE CHAIN OPTIMIZATION AND SOCIETAL TRANSFORMATION
RECEIVED:
30.12.2024
REVISED:
16.05.2025
FIRST ONLINE:
18.05.2025
Dinko Herman BOIKANYO
University of Johannesburg, Johannesburg
South Africa
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-02
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This study explores the transformative potential of digital technologies in optimizing value chains and driving societal progress in South Africa. It proposes a novel framework integrating digital tools such as AI, IoT, and blockchain to enhance efficiency, adaptability, and resilience across value chains while addressing critical societal issues like unemployment, inequality, and sustainability. The study examines the interplay between technological innovation and socio-economic challenges, contextualizing its findings within South Africa’s unique environment. Key challenges, including policy limitations, infrastructure deficits, and digital skill gaps, are discussed alongside opportunities for stakeholders in government, industry, and civil society to collaborate for inclusive growth. This research advances academic knowledge by bridging value chain management theories with socio-technical systems and developmental economics perspectives. It also offers practical insights for fostering digital transformation in South Africa and other emerging economies. The study contributes to global discourses on leveraging technology for equitable and sustainable development.
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3. ENHANCING INTERNATIONALIZATION MANAGEMENT OF HIGHER EDUCATION THROUGH ARTIFICIAL INTELLIGENCE
RECEIVED:
13.03.2025
REVISED:
19.05.2025
FIRST ONLINE:
20.05.2025
Onise ALPENIDZE
Higher Colleges of Technology, Sharjah
United Arab Emirates
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-03
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The current paper proposes a conceptual framework and discusses the role that artificial intelligence can play in internationalizing higher education with an emphasis on the necessity of further empirical research. Internationalization of higher education incorporates the global, comparative, and cross-cultural dimensions of teaching, research, and service. In this, there lies the potential for technological change driven by radical Artificial intelligence (AI) to change the process through facilitation of international collaborations, promotion of student mobility, and support for cross-cultural learning. The study offers conceptual insight into ways AI can contribute to Internationalization through online learning and virtual exchange and lays ground for policymakers, educators, and administrators. It highlights once again the necessity for balanced and inclusive approaches. The paper concludes with the mention of gaps in the available literature, calling for empirical studies that could strengthen its conceptual framework.
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4. INNOVATIVE AND SUSTAINABLE ENTREPRENEURSHIP BASED ON INDUSTRY 5.0. EXPECTED BEST PRACTICES, INSIGHTS, AND PATHWAYS
RECEIVED:
30.03.2025
REVISED:
10.05.2025
FIRST ONLINE:
20.05.2025
Adrian PETRE
Bucharest University of Economic Studies, Bucharest
Romania
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-04
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Industry 5.0 highlights the need for synergy between digital technologies and human factors, to meet sustainability objectives and resilience within modern production systems. The general objective of this paper is to generate a representation of the research conducted so far on the topic of Industry 5.0, intending to ultimately understand whether researchers' perspectives indicate the capability of Industry 5.0 to support innovative and sustainable entrepreneurship, as well as to see the most representative application areas and the main boosters. The research methodology used is mainly based on bibliometric analysis. The general results indicate, first of all, that sustainability is one of the main insights in scientific research on the topic of Industry 5.0. On the other hand, advanced digital technologies, such as blockchain, digital twins, and artificial intelligence, are the main enablers of the new industrial revolution, and the areas in which they can be implemented are diverse. Finally, we highlight as limitations of this work the fact that the data were taken from a single database, as well as the reduced number of search criteria. As a follow-up to this work, potential future research is proposed, namely identifying the most representative enablers of Industry 5.0 depending on the implementation sector.
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5. REDEFINING HUMAN RESOURCE MANAGEMENT IN THE HEALTHCARE SECTOR THROUGH ARTIFICIAL INTELLIGENCE
RECEIVED:
15.04.2025
REVISED:
17.05.2025
FIRST ONLINE:
20.05.2025
Alina-Georgiana PETRE
Bucharest University of Economic Studies, Bucharest
Romania
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-05
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We are living in a new era dominated by technological transformations designed for contributing to the efficiency of work through intelligent automation processes of certain activities in a wide range of industries. The implementation of artificial intelligence in human resource management had a major transformational impact by creating new and innovative processes in branches such as employee recruitment, employee evaluation, employee development, managerial decision-making. One of the sectors of activity in which artificial intelligence can have a crucial role is that of healthcare. The integration of artificial intelligence into the human resource management of healthcare system can lead to a major transformation with impact in improving the quality of healthcare services delivered to patients. The purpose of this study is to highlight the way in which implementation of artificial intelligence within human resources from various sectors, but especially in the healthcare sector, can lead to a transformation of human resource management. This article is a review of current empirical works that refer to the transformation of human resource management through new technologies based on artificial intelligence and discusses some implications for future studies in this field.
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6. STUDENTS' PREPAREDNESS FOR DIGITAL PEDAGOGY IN A DISADVANTAGED HIGHER EDUCATION INSTITUTION IN SOUTH AFRICA: KIRKPATRICK'S EVALUATION MODEL
RECEIVED:
04.05.2025
REVISED:
11.05.2025
FIRST ONLINE:
20.05.2025
Sandiso NGCOBO
Mangosuthu University of Technology, Durban
South Africa
Alfred Mvunyelwa MSOMI
Mangosuthu University of Technology, Durban
South Africa
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-06
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Contemporary youth are frequently characterized as "digital natives" due to their perceived technological proficiency in the artificial intelligence age. This has driven educational institutions to integrate technology into their pedagogical approaches, either fully or in a blended format. However, the current body of research lacks investigation into the impact of self-training, schooling and that provided during orientation at university on students’ preparedness for digital education. Available studies have focused on teachers and workers in the corporate environment. To close the gap, this study adopted the Kirkpatrick's Evaluation Model (KEM) to assess students’ preparedness for the use of Learning Management System (LMS) platforms, such as Blackboard. A closed-response online questionnaire, hosted on Google's platform, formed the basis of data collection from 424 participants at the beginning of the 2025 academic year in a South African university of technology designated as historically disadvantaged institution. The data indicate that, while some participants exhibit technological preparedness and literacy, a significant number equally require substantial training support exceeding the scope of standard university orientation. This imbalance is because of varying students’ schooling and socio-economic backgrounds, which would have disadvantaged students coming from rural areas. The diversity in the technological preparation of new students highlights the critical need for universities to enhance students' technological skills, without generalising their background preparedness, for students’ access and success with artificial intelligence tools as they transition to higher education.
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7. TRANSFER PRICING AND TAX COMPLIANCE IN ROMANIA AND POLAND: A COMPARATIVE STUDY WITH INSIGHTS ON AI'S ROLE IN MODERN TAX ADMINISTRATION
RECEIVED:
13.05.2025
REVISED:
18.05.2025
FIRST ONLINE:
20.05.2025
Cornelia NASTASE
Bucharest University of Economic Studies, Bucharest
Romania
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-07
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This paper investigates the regulations of transfer pricing taxation in Romania and Poland with respect to the assertion of implementing OECD Guidelines and its infliction on tax avoidance attitudes. The paper analyzes the legislation and administrative practices of transfer pricing regulation in both countries and to what extent they comply with international standards provided by the OECD framework using a comparative method. In addition, the study employs survey data and qualitative analysis to explore public attitudes and perceptions of tax evasion. The study seeks to identify such potential factors by analyzing the interplay between the regulatory environment and public opinion. Key findings indicate that both Romania and Poland have adopted legislation in accordance with OECD recommendations, but there are differences in the application of these laws and their effectiveness. Differences in compliance levels may stem from differences in the levels of public trust in tax authorities and perceptions of fairness of the tax system. High levels of communication are key for the success of tax policies, the study shows. The study highlights the importance of effective communication and transparency in tax policies to foster public trust and promote voluntary compliance. It underscores the need for policymakers to consider not only the technical aspects of tax regulation but also the broader socio-economic context and public sentiment in shaping effective tax administration strategies. Overall, this research contributes to the understanding of the complex interplay between regulatory frameworks, compliance behavior, and public perceptions in the context of transfer pricing taxation, offering insights for policymakers and tax authorities in enhancing tax compliance and governance.
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8. STRATEGIC MANAGEMENT OF LLM-BASED CHATBOTS: TRANSFORMING INTERNAL COLLABORATION AND DECISION-MAKING IN ORGANIZATIONS
RECEIVED:
28.08.2025
REVISED:
18.09.2025
FIRST ONLINE:
21.09.2025
Erick-Nicolae FURDUESCU
Bucharest University of Economic Studies, Bucharest
Romania
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-08
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The article develops a strategic management framework for LLM based chatbots that explains how these systems reshape internal collaboration and managerial decision making and the conditions that enable reliable use. The background is the shift from scripted chatbots to assistants that retrieve and synthesize organizational knowledge, sustain context aware dialogue, and support knowledge work. The methodology is an analysis of peer reviewed scientific literature retrieved from major academic platforms, using targeted keyword searches and selective inclusion of studies with organizational relevance. The data collecting process relied on database searches and screening of titles, abstracts, and full texts. Expected results indicate five practical roles for LLM based chatbots, namely Librarian, Analyst, Coordinator, Scribe, and Coach, which accelerate access to knowledge, bridge silos, improve coordination, and strengthen onboarding and meetings. Mapped to decision processes, these assistants support the intelligence, design, choice, and learning stages. The conclusions underline that value depends on human in the loop oversight, sound data management, simple usage protocols and training, and transparency through basic audit trails, while a small set of metrics can guide pilots and scaling.
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9. ARTIFICIAL INTELLIGENCE IMPLEMENTATION STRATEGIES IN BUSINESS: A SYSTEMATIC REVIEW
RECEIVED:
16.06.2025
REVISED:
19.09.2025
FIRST ONLINE:
21.09.2025
Lilian GUMBO
University of South Africa, Pretoria
South Africa
Nicolaas Johannes BOOYSE
University of South Africa, Pretoria
South Africa
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-09
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Businesses and economies are eager to adopt AI to enhance operational efficiency and maximise profits. However, managers often struggle to identify the best practices for effectively implementing AI, and the successful integration of AI poses a significant challenge for many organisations. This study aims to identify the most effective strategies for integrating AI into business and to provide guidelines for implementation based on existing literature and industry practices. Using the PRISMA protocol, a systematic review with bibliometric analysis was conducted on 76 articles retrieved from the Scopus and Clarivate Web of Science databases. Literature supports the implementation of AI in three major stages. First, the pre-implementation stage involves organisations planning and developing the aims, objectives, and policies for AI implementation. This is followed by the implementation stage, where organisational, process, technological, environmental, and individual factors are considered. Finally, in the post-implementation stage, organisations must monitor, evaluate, and make necessary adjustments and corrections to ensure effective and timely communication. Companies should consider redesigning jobs to augment AI with human capabilities. The study offers a structured approach for organisations to select and tailor AI systems that align with their unique business models, cultures, and capabilities.
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10. INNOVATION IN UNIVERSITY MANAGEMENT: DIGITIZATION AND INCLUSION
RECEIVED:
03.11.2025
REVISED:
11.11.2025
FIRST ONLINE:
23.11.2025
Iolanda-Petronela GROSU
Bucharest University of Economic Studies, Bucharest
Romania
Ștefănuț-Iulian BUHUȘ
Bucharest University of Economic Studies, Bucharest
Romania
Nicoleta CĂRUCERU
Bucharest University of Economic Studies, Bucharest
Romania
Cristina STATE
Bucharest University of Economic Studies, Bucharest
Romania
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-10
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This paper aims to analyze innovation in university management from the perspectives of digitization, sustainability, and inclusiveness, in terms of its global relevance and correlation with the Sustainable Development Goals (SDGs). Underpinning the study is a bibliometric analysis, which was carried out using the VOSviewer tool, taking into account the co-occurrence of keywords and co-authorship networks in the literature. The methodology includes not only the identification of major thematic clusters but also connections with authors and the temporal evolution of scholarly interest in the field. Data were collected from the Scopus database using specific selection and filtering criteria. The results show the existence of a small but stable collaborative core with a strong focus on digitization and inclusion themes, coupled with managerial challenges emanating from competitive pressures and funding limitations. However, semantic analysis reveals a clear interdependence between the regional context and institutional strategies and the direction of sustainable development. The paper highlights the expansion of academic collaboration networks and the implementation of adaptive managerial policies as the most appropriate ways to gain support for transforming universities into active agents of social change and educational development.
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11. WINNING LEADS AND CLIENTS ON LINKEDIN: A STRATEGIC FRAMEWORK FOR B2B GROWTH AND PROFILE OPTIMISATION
RECEIVED:
24.06.2025
REVISED:
03.11.2025
FIRST ONLINE:
23.11.2025
Nikola JOVIĆ
Singidunum University, Belgrade
Serbia
Jelena GAJIĆ
Arcadis Mobility Germany GmbH, Frankfurt
Germany
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-11
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This paper offers authors LinekdIn framework and explores the strategic use of LinkedIn as a platform for B2B lead generation and client acquisition. Though it is the biggest professional network in the world, many companies and individuals’ underuse or ignore LinkedIn because of ignorance of its strategic possibilities. By means of a hybrid research strategy comprising longitudinal platform analytics, a survey of 12 LinkedIn profiles, and autoethnographic insights, this study reveals main success drivers: profile clarity, content consistency, focused communication, and organized funnel design. Correlation analysis shows that perceived trust and profile understanding are much influenced by aspects such banner usefulness and headline clarity. Comparative data over two years show that using a disciplined LinkedIn approach greatly increases lead flow and engagement. Not only a social presence, the report ends with useful, research-based advice for people looking to use LinkedIn as a company development engine.
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12. AI DRIVEN TRANSFORMATION OF ROMANIA'S MEDICAL TOURISM SECTOR: A STRATEGIC PERSPECTIVE
RECEIVED:
03.10.2025
REVISED:
03.11.2025
FIRST ONLINE:
23.11.2025
Răzvan Tiberiu RADU
"Dunărea de Jos" University of Galaţi, Galaţi
Romania
Constina Alina RADU
"Dunărea de Jos" University of Galaţi, Galaţi
Romania
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-12
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Romania's medical tourism sector has gained visibility in recent years, driven by the country's competitive healthcare costs, skilled medical professionals, and established spa and wellness traditions. However, the industry remains fragmented and faces challenges related to infrastructure, regulation, and international positioning. This paper explores the transformative potential of artificial intelligence (AI) as a strategic driver for Romania's medical tourism sector. Drawing on recent literature and case studies from Bucharest, Cluj-Napoca, and Iași, the analysis suggests that AI can significantly enhance clinical outcomes, operational efficiency, and patient experiences, thereby strengthening Romania’s competitiveness in the European medical tourism market. At the same time, barriers such as regulatory uncertainty, technological disparities, and workforce readiness must be addressed. The paper proposes a strategic roadmap that includes regulatory harmonization, development of AI-enabled medical tourism clusters, public-private partnerships, digital infrastructure investment, patient-centered applications, and professional training. By leveraging these opportunities, Romania can position itself as a technologically advanced, patient-centered, and internationally competitive destination for medical tourism.
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13. USES OF ARTIFICIAL INTELLIGENCE IN THE PUBLIC SECTOR: A READING IN LEADING INTERNATIONAL EXPERIENCES
RECEIVED:
04.10.2025
REVISED:
12.11.2025
FIRST ONLINE:
23.11.2025
Aboubaker KHOUALED
Badji Mokhtar University, Annaba
Algeria
Hassiba ALMI
Badji Mokhtar University, Annaba
Algeria
Omar SAADALLAH
Mohamed Cherif Messaadia University, Souk Ahras
Algeria
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-13
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The aim of this article is to analyze the most prominent international applications of artificial intelligence in the public sector, as a tool to improve the management structure and improve public services in light of the growing global interest in this technology. The study used a comparative analytical method, and investigated the policies and programs in ten countries (Finland, Estonia, the United Kingdom, the United States, Singapore, Japan, Canada, Australia, Qatar and Saudi Arabia). The results showed that different countries have used different roads and talked about using artificial intelligence in the public sector. For example, Finland and Estonia focused on active services, Canada and Australia, focusing on regulator and governance structure, Japan and Singapore focused on long -term national vision, Qatar and Saudi Arabia rely on major investments and international collaborations, and the UK and the United States focused on the combination of the combination of practitioners. The study indicates the need to achieve an optimal balance between new technologies and moral regulations, at the same time improves long -term strategic plans. This method encourages countries to collaborate and share what they know to speed up digital changes and share the public sector more efficient and long -lasting.
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14. MANAGING INNOVATION IN THE AGE OF AI: STRATEGIC LESSONS FOR HEALTHCARE SECTORS
RECEIVED:
17.11.2025
REVISED:
23.11.2025
FIRST ONLINE:
23.11.2025
Moataz MOBASHER
Bucharest University of Economic Studies, Bucharest
Romania
Adina Ioana SAPLONTAI BOTIȘ
Bucharest University of Economic Studies, Bucharest
Romania
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-14
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Artificial Intelligence (AI) is transforming how organizations innovate, make strategic decisions, and create value. This theoretical paper explores how AI functions as a catalyst for strategic innovation in both global industries and the healthcare sector. Based on an integrative literature review, the study synthesizes recent academic and policy research to identify key determinants, enablers, and governance challenges shaping AI-driven innovation. The findings show that AI’s contribution extends beyond technological efficiency—it acts as a strategic capability that enhances organizational learning, agility, and collaboration across digital ecosystems. Successful AI integration depends on five interconnected factors: visionary leadership, data quality and governance, human capital, digital infrastructure, and ethical trust. A cross-sectoral comparison highlights significant contrasts between global corporations—characterized by agility, openness, and market-driven innovation—and healthcare systems, where ethical oversight, regulation, and interoperability constraints slow diffusion but strengthen legitimacy and social value. By deriving strategic lessons from both domains, this study advances theoretical understanding of AI as both a technological enabler and a driver of responsible, human-centered transformation in the post-pandemic era.
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15. SOCIAL MEDIA USE AND SME PERFORMANCE IN NIGERIA: DO DIGITAL ENTREPRENEURIAL ORIENTATION, DIGITAL LITERACY, AND ORGANIZATIONAL AMBIDEXTERITY MODERATE THIS RELATIONSHIP?
RECEIVED:
15.07.2025
REVISED:
24.11.2025
FIRST ONLINE:
05.12.2025
Uzoma Heman ONONYE
Dennis Osadebay University, Asaba
Nigeria
Nwanne Beauty OKWECHIME
Dennis Osadebay University, Asaba
Nigeria
Dumebi Ezar EHIGIATOR
Hadassah Hall Group of Schools, Asaba
Nigeria
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-15
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This study examines the effect of social media use on SME performance, focusing on the quasi-moderating roles of digital entrepreneurial orientation, digital literacy, and organizational ambidexterity. A total of 232 SME owners in the retail and wholesale industry in Lagos State, Nigeria, were purposively sampled. Using the partial least squares method (PLSM), the cross-sectional data obtained with a well-structured questionnaire were analyzed for hypothesis testing. Based on the PLSM results, the study found that social media use significantly elevated SME performance. At the same time, entrepreneurial orientation, digital literacy, and organizational ambidexterity enhanced SME performance. The study also found that entrepreneurial orientation and organizational ambidexterity significantly moderated the effect of social media use on SME performance. But this was not the case for digital literacy, whose effect was insignificant. The findings confirmed the quasi-moderating roles of digital entrepreneurial orientation and organizational ambidexterity because they interact significantly with social media use while directly enhancing SME performance. The study concluded that the utility of social media for performance improvement is contingent upon the degree to which SMEs perceive themselves as demonstrating strong digital entrepreneurial orientation and organizational ambidexterity.
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16. ARTIFICIAL INTELLIGENCE - A CHALLENGE FOR PUBLIC MANAGEMENT? ROMANIA VERSUS NORWAY
RECEIVED:
23.11.2025
REVISED:
03.12.2025
FIRST ONLINE:
05.12.2025
Mihaela PLEŞCA
Alexandru Ioan Cuza University of Iaşi, Iaşi
Romania
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-16
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The development of public and private organizations is an irreversible process, but the pace at which it unfolds is different. While private organizations seek solutions to increase profit, public organizations, in the absence of a competitive environment, carry out their activity with less pressure on operating costs and with a slight passivity in the implementation of new reforms or technologies. Public managers are facing new technological challenges, with the development of artificial intelligence systems. The article aimed to conduct a comparative analysis regarding the implementation and intention to implement artificial intelligence tools in cities-municipalities in Romania versus those in Norway. The study of specialized literature highlighted the fact that in Norway there are extensive debates on the subject of the adoption of a legislative framework regarding the use of artificial intelligence in public institutions, while in Romania these are just beginning to take shape. The analysis carried out showed that in Norway, at the level of public organizations, from the perspective of the structural configuration, there are IT departments with a high number of employees. In Romanian municipalities, the number of workers with IT duties is under 10 civil servants, even if the number of employees in the institution exceeds in some situations over 800 or 1000. Of the nine municipalities in Romania analysed, in two of them, Cluj Napoca and Galați, virtual assistant solutions, called virtual civil servants chatbots, were implemented. In the context of the implementation of artificial intelligence, public management and all the functions it performs will need to be fundamentally rethought.
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17. THE DEVELOPMENT OF COMPETITIVE CAPABILITIES IN MODERN ORGANIZATIONS THROUGH ARTIFICIAL INTELLIGENCE ALGORITHMS
RECEIVED:
25.11.2025
REVISED:
04.12.2025
FIRST ONLINE:
05.12.2025
Marian STOICA
Bucharest University of Economic Studies, Bucharest
Romania
Andreea SOCOL
Bucharest University of Economic Studies, Bucharest
Romania
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-17
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In the last decade, artificial intelligence (AI) has evolved from a technological innovation into a strategic factor, essential for the development of the competitive capabilities of modern organizations. Emerging AI‑based technologies, such as large language models (LLMs), machine learning (ML), conversational intelligence and robotic process automation (RPA), offer companies the possibility to optimize operational processes, improve managerial decision‑making and stimulate innovation. Although most existing studies treat AI as a technological tool, only few examine the direct impact of intelligent algorithms and systems on organizational competitiveness. This paper analyzes the role of artificial‑intelligence algorithms in strengthening the competitive advantage of organizations within the knowledge‑based economy. Through a conceptual approach complemented by relevant case studies, the main technological factors contributing to enhanced organizational performance are identified, while the challenges associated with integrating intelligent systems throughout the organization, across managerial and non-managerial processes alike, are highlighted. The results emphasize the need to maintain a balance between technological efficiency, ethical responsibility and the essential role of the human factor in the implementation of AI‑based strategies.
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18. ASSESSMENT OF FACILITATORS' STRATEGIES FOR MANAGING ARTIFICIAL INTELLIGENCE CHALLENGES IN HIGHER EDUCATION ASSESSMENT AND EVALUATION IN TANZANIA
RECEIVED:
14.11.2025
REVISED:
04.12.2025
FIRST ONLINE:
05.12.2025
Willy MALIGANYA
Mwalimu Nyerere Memorial Academy, Dar es Salaam
Tanzania
Marietha Alexander MBOSHAA
Mwalimu Nyerere Memorial Academy, Dar es Salaam
Tanzania
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-18
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Adoption of Artificial Intelligence (AI) by higher learning institutions is transforming the processes of assessment and evaluation worldwide. In Tanzania, while there are documents and policies such as the Tanzania Development Vision 2025 (Government of Tanzania, 1999), the Education and Training Policy (Ministry of Education and Vocational Training, 2014), and the National ICT Policy (Ministry of Communications and ICT, 2003) that recognize the impact of technology on education, direct guidance on AI integration into assessment is not available. This study explores how facilitators in Tanzanian institutions of higher learning cope with challenges introduced by AI during assessment and evaluation. Documentary review and Semi-structured interviews was conducted with twelve purposively sampled facilitators in selected Higher Learnings Institution in Tanzania. The findings from the study revealed that the facilitators value AI because it is efficient and objective but face problems like plagiarism, unauthorized use of AI, and institutional lack of guidelines. Technical tools, pedagogical adjustments, and reliance on personal judgment are the coping mechanisms applied. The research recommends open policies discussions, capability building, and infrastructure support to enable ethical and effective use of AI.
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19. ARTIFICIAL INTELLIGENCE AND THE TRANSFORMATION OF HIGHER EDUCATION IN ALGERIA
RECEIVED:
20.11.2025
REVISED:
03.12.2025
FIRST ONLINE:
05.12.2025
Sarah BENSAOULA
Abou Beckr Belkaid University, Tlemcen
Algeria
Mohammed Soufyane BEZZAR
Higher School of Management, Tlemcen
Algeria
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-19
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Artificial Intelligence (AI) is increasingly emerging as a key driver of modernization in higher education, reshaping learning processes, pedagogical practices, and institutional governance. In developing contexts such as Algeria, AI is not merely a technological innovation but a strategic instrument for enhancing institutional efficiency, modernizing university administration, and improving the quality of educational services. Drawing on recent literature and an analysis of national digital and AI-related policies, this article assesses the readiness of Algerian universities to integrate AI, using theoretical lenses from smart governance, socio-technical systems, and public value theory. The findings highlight a dual dynamic: on the one hand, national digital transformation strategies are fostering an environment conducive to AI adoption; on the other, structural constraints persist, including low digital maturity, fragmented governance, limited technical and managerial capacities, the absence of a comprehensive legal and ethical framework, and enduring territorial disparities. The study also identifies significant opportunities, notably the potential role of higher education as a catalyst for innovation and a driver of broader public sector transformation. The article concludes by offering strategic recommendations to support a responsible, inclusive, and sustainable integration of AI within Algerian universities.
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20. ARTIFICIAL KNOWLEDGE AND ITS CHALLENGES FOR THE KNOWLEDGE MANAGEMENT SYSTEMS
RECEIVED:
30.11.2025
REVISED:
06.12.2025
FIRST ONLINE:
08.12.2025
Constantin BRĂTIANU
Bucharest University of Economic Studies, Bucharest
Romania
DOI:
https://doi.org/10.24818/beman/2025.S.I.5-20
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The purpose of this paper is to analyze the emergent concept of artificial knowledge with respect to artificial intelligence and human knowledge, and to identify its challenges for the knowledge management systems. Although the concept of artificial intelligence has been known for a long time, the concept of artificial knowledge is quite new and emerged with the explosion of Generative AI (GenAI) applications, especially with ChatGPT. This is a conceptual paper based on a semantic literature review and the theory of knowledge fields and knowledge dynamics. Artificial knowledge became a reality, and its analysis is performed within the framework of knowledge management systems. However, any search on Google or Google Scholar will show entries on artificial intelligence and not on artificial knowledge. That is a demonstration of the need to address research on artificial knowledge and to reflect on the mode of integrating artificial knowledge within the knowledge management systems. Artificial knowledge is the product of machine learning and deep learning processes and of the processing power of artificial intelligence. Unlike human knowledge that manifests in different forms, artificial knowledge manifests only as a rational form. Therefore, its integration within the knowledge management systems should be done only in those processes which are based on human rational knowledge. The present analysis helps managers in understanding how to combine human and artificial knowledge in the new hybrid knowledge management systems.
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