Abstract
AI has gained massive attention in 2023 with several applications released based on generative AI. All types of industries are expecting implications from this area of technology, the maritime sector being no exception. AI comes with opportunities and challenges, and organizations that want to be on top of this should have a strategy in place to harvest benefits and overcome challenges. As research have been examining relationships between digital transformation and organizational characteristics for some time, this study looks further into this field but focus on how a company can perform within artificial intelligence by looking at some organizational characteristics. The research explores an extension of resource-based theory (RBT), named AI capability. Using results derived both existing literature and interviews from a case study, the aim has been to bridge theory and practice using a company in the maritime industry as basis for the research. The findings are used to suggest a strategy consisting of five primary areas where it would be best to put efforts to be successful in the context of AI. The strategy suggests (1) more efforts into work related to data, (2) changing the way a company relates to risk versus rewards, suggests certain (3) organizational characteristics that are fit for rapid changes. It also suggests how to approach (4) AI governance and (5) competence and roles aspects. The study provides practitioners with a case study example expanding on existing literature, providing insight into how that theory can be operationalized in a company to handle the current wave of AI in a better way.