The Role of Artificial Intelligence in Driving ROI through Synergized HR, Marketing, and Financial Decision-Making

Authors

  • Farrukh Aziz School of Economics and Management, Dalian University of Technology, Dalian 116024, China
  • Faryyal Muzaffar School of Economics and Management, Dalian University of Technology, Dalian 116024, China
  • Dr. Sanya Shahid Department of Management Sciences, SZABIST, Karachi Campus
  • Hamza Shahbaz Ahmed University of Missouri, Kansas City
  • Sayyed Mutahhar Iqbal Quaid-I-Azam University, Islamabad

DOI:

https://doi.org/10.63544/ijss.v4i3.153

Keywords:

Artificial Intelligence, Cross-functional Integration, Decision-making, Organizational Synergy, Return on Investment, Strategic Alignment

Abstract

This study investigated the role of Artificial Intelligence (AI) in enhancing Return on Investment (ROI) through synergized deployment across human resources (HR), marketing, and finance functions. While previous research emphasized isolated AI advantages in individual departments, this study explored the compounded effects of cross-functional AI alignment, addressing a critical gap in enterprise AI strategy literature. Using thematic synthesis from 28 scholarly sources and empirical data from industry case studies, the research analysed performance metrics such as revenue growth, cost reduction, employee productivity, marketing conversion rates, and financial forecasting accuracy. Findings revealed that integrated AI adoption led to a 20-30% increase in operational efficiency alongside the 75% greater ROI improvements, underscoring the transformative potential of cross-departmental AI synergy. Key organizational enablers included executive support, robust data integration platforms, cross-functional collaboration frameworks, and ethical AI governance protocols. Conversely, persistent barriers such as departmental data silos, skill gaps in interdisciplinary AI application, and workforce resistance to automation hindered optimal outcomes. The study further identified that companies with strong interdepartmental collaboration and ethical readiness achieved 40% higher AI-driven performance gains compared to peers. Strategic recommendations emphasized leadership-led integration initiatives, scalable data governance models, and tailored upskilling programs to bridge competency gaps. The study concluded that AI’s enterprise value is maximized not through fragmented optimization but through ethically managed, organization-wide synergy. Future research should expand into longitudinal impact assessments, emerging AI technologies like generative AI, and human-centric adoption strategies across diverse industries and organizational sizes to refine best practices for sustainable AI integration.

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Author Biographies

Farrukh Aziz, School of Economics and Management, Dalian University of Technology, Dalian 116024, China

School of Economics and Management,

Dalian University of Technology, Dalian 116024, China

Email: engrfarrukhaziz@hotmail.com

https://orcid.org/0000-0001-7088-0371

Faryyal Muzaffar, School of Economics and Management, Dalian University of Technology, Dalian 116024, China

School of Economics and Management,

Dalian University of Technology, Dalian 116024, China

Email: faryyal_muzaffar@hotmail.com

https://orcid.org/0000-0001-6737-7572

Dr. Sanya Shahid, Department of Management Sciences, SZABIST, Karachi Campus

Adjunct Faculty,

Department of Management Sciences,

SZABIST, Karachi Campus.

Email: sanya.shahid@szabist.pk

Hamza Shahbaz Ahmed, University of Missouri, Kansas City

Business School,

University of Missouri, Kansas City

Email: hamzashabaz533@gmail.com

Sayyed Mutahhar Iqbal, Quaid-I-Azam University, Islamabad

Department of Business Administration,

Quaid-i-Azam University, Islamabad

Email: syedmutahhar1020@gmail.com

Downloads

Published

04-08-2025

How to Cite

Aziz, F., Muzaffar, F., Shahid, D. S., Ahmed, H. S., & Iqbal, S. M. (2025). The Role of Artificial Intelligence in Driving ROI through Synergized HR, Marketing, and Financial Decision-Making. Inverge Journal of Social Sciences, 4(3), 129–142. https://doi.org/10.63544/ijss.v4i3.153

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