The range of topics and the opinions expressed on artificial intelligence (AI) are so broad that clarity is needed on the the field's central tenets, the opportunities AI presents, and the challenges it poses. To that end, we provide an overview of the six building blocks of artificial intelligence: structured data, unstructured data, preprocesses, main processes, a knowledge base, and value-added information outputs. We then develop a typology to serve as an analytic tool for managers grappling with AI's influence on their industries. The typology considers the effects of AI-enabled innovations on two dimensions: the innovations' boundaries and their effects on organizational competencies. The typology's first dimension distinguishes between product-facing innovations, which influence a firm's offerings, and process-facing innovations, which influence a firm's operations. The typology's second dimension describes innovations as either competence-enhancing or competence-destroying; the former enhances current knowledge and skills, whereas the latter renders existing skills and knowledge obsolete. This framework lets managers evaluate their markets, the opportunities within them, and the threats arising from them, providing valuable background and structure to important strategic decisions.

This article considers how employees engage with B2B firms on social media, a topic that is largely overlooked in the extant brand engagement literature. Using the results from a large-scale study of employee brand engagement on social media, two key drivers of employee brand engagement are identified using the content analysis tool DICTION-namely, optimism and commonality. Employees of top-ranked and -rated firms express higher levels of optimism and commonality in their reviews of their employers on social media than do their counterparts in bottom-ranked and -rated firms. This permits the construction of a 2x2 matrix that allows managers to diagnose strategies for increasing or improving employee brand engagement. This creates four different kinds of employee brand engagement situations, and offers human resources and marketing managers different strategies in each case. We demonstrate how practitioners and scholars can shed new light on the way stakeholders engage with brands.