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Organisatoriska och strategiska beslut om AI i B2B-marknadsföring

Demirovic, Emir LU ; Lindell, Alexander LU and Olofsson, Gabriel LU (2026) FEKH29 20252
Department of Business Administration
Abstract
Artificial intelligence (AI) is frequently described as a strategic resource for marketing, yet empirical
insights into how AI is adopted and used in business-to-business (B2B) marketing remain limited.
Prior research has predominantly focused on technological capabilities or consumer-oriented contexts,
while organizational and strategic considerations in B2B firms have received less attention. This study
addresses this gap by examining which organizational and strategic factors influence B2B companies’
decisions to implement, limit, or postpone the use of AI in marketing.
The study applies a qualitative, comparative case study design involving three Swedish B2B
companies with varying levels of AI maturity. Empirical data were... (More)
Artificial intelligence (AI) is frequently described as a strategic resource for marketing, yet empirical
insights into how AI is adopted and used in business-to-business (B2B) marketing remain limited.
Prior research has predominantly focused on technological capabilities or consumer-oriented contexts,
while organizational and strategic considerations in B2B firms have received less attention. This study
addresses this gap by examining which organizational and strategic factors influence B2B companies’
decisions to implement, limit, or postpone the use of AI in marketing.
The study applies a qualitative, comparative case study design involving three Swedish B2B
companies with varying levels of AI maturity. Empirical data were collected through nine
semi-structured interviews with respondents in strategic and operational roles within marketing,
digital development, and IT. An abductive analytical approach was applied, integrating the
Technology-Organization-Environment (TOE) framework and Diffusion of Innovation (DOI) theory
to examine both structural conditions and adoption dynamics.
The findings indicate that AI is primarily used as an operational support tool aimed at efficiency gains
rather than as a strategic driver of marketing activities. This pattern is not explained by limited
technological availability, but rather by organizational factors such as unclear strategic ownership,
constrained resources, limited analytical competence, and challenges in demonstrating long-term
business value. From a DOI perspective, AI is perceived to offer clear relative advantages in terms of
automation and time savings, while the observability of strategic outcomes remains low.
Consequently, organizations prioritize use cases with immediate and measurable benefits, reinforcing
a cautious and incremental adoption process.
By integrating TOE and DOI, the study contributes to a more nuanced understanding of AI adoption
in B2B marketing. The results suggest that AI adoption should be understood primarily as an
organizational and strategic maturity issue rather than a technological one, and that limited or (Less)
Please use this url to cite or link to this publication:
author
Demirovic, Emir LU ; Lindell, Alexander LU and Olofsson, Gabriel LU
supervisor
organization
alternative title
Organizational and Strategic Decisions on AI in B2B Marketing
course
FEKH29 20252
year
type
M2 - Bachelor Degree
subject
keywords
Artificial intelligence, B2B marketing, AI adoption, organizational factors, strategic decision-making, TOE, Diffusion of Innovation
language
Swedish
id
9222580
date added to LUP
2026-02-24 14:30:31
date last changed
2026-02-24 14:30:31
@misc{9222580,
  abstract     = {{Artificial intelligence (AI) is frequently described as a strategic resource for marketing, yet empirical
insights into how AI is adopted and used in business-to-business (B2B) marketing remain limited.
Prior research has predominantly focused on technological capabilities or consumer-oriented contexts,
while organizational and strategic considerations in B2B firms have received less attention. This study
addresses this gap by examining which organizational and strategic factors influence B2B companies’
decisions to implement, limit, or postpone the use of AI in marketing.
The study applies a qualitative, comparative case study design involving three Swedish B2B
companies with varying levels of AI maturity. Empirical data were collected through nine
semi-structured interviews with respondents in strategic and operational roles within marketing,
digital development, and IT. An abductive analytical approach was applied, integrating the
Technology-Organization-Environment (TOE) framework and Diffusion of Innovation (DOI) theory
to examine both structural conditions and adoption dynamics.
The findings indicate that AI is primarily used as an operational support tool aimed at efficiency gains
rather than as a strategic driver of marketing activities. This pattern is not explained by limited
technological availability, but rather by organizational factors such as unclear strategic ownership,
constrained resources, limited analytical competence, and challenges in demonstrating long-term
business value. From a DOI perspective, AI is perceived to offer clear relative advantages in terms of
automation and time savings, while the observability of strategic outcomes remains low.
Consequently, organizations prioritize use cases with immediate and measurable benefits, reinforcing
a cautious and incremental adoption process.
By integrating TOE and DOI, the study contributes to a more nuanced understanding of AI adoption
in B2B marketing. The results suggest that AI adoption should be understood primarily as an
organizational and strategic maturity issue rather than a technological one, and that limited or}},
  author       = {{Demirovic, Emir and Lindell, Alexander and Olofsson, Gabriel}},
  language     = {{swe}},
  note         = {{Student Paper}},
  title        = {{Organisatoriska och strategiska beslut om AI i B2B-marknadsföring}},
  year         = {{2026}},
}