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Azizah Ahmad

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive…

Abstract

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

Details

Sustaining Competitive Advantage Via Business Intelligence, Knowledge Management, and System Dynamics
Type: Book
ISBN: 978-1-78441-764-2

Keywords

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Article

Yassine Talaoui and Marko Kohtamäki

The business intelligence (BI) research witnessed a proliferation of contributions during the past three decades, yet the knowledge about the interdependencies between the…

Abstract

Purpose

The business intelligence (BI) research witnessed a proliferation of contributions during the past three decades, yet the knowledge about the interdependencies between the BI process and organizational context is scant. This has resulted in a proliferation of fragmented literature duplicating identical endeavors. Although such pluralism expands the understanding of the idiosyncrasies of BI conceptualizations, attributes and characteristics, it cannot cumulate existing contributions to better advance the BI body of knowledge. In response, this study aims to provide an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones.

Design/methodology/approach

This paper reviews 120 articles spanning the course of 35 years of research on BI process, antecedents and outcomes published in top tier ABS ranked journals.

Findings

Building on a process framework, this review identifies major patterns and contradictions across eight dimensions, namely, environmental antecedents; organizational antecedents; managerial and individual antecedents; BI process; strategic outcomes; firm performance outcomes; decision-making; and organizational intelligence. Finally, the review pinpoints to gaps in linkages across the BI process, its antecedents and outcomes for future researchers to build upon.

Practical implications

This review carries some implications for practitioners and particularly the role they ought to play should they seek actionable intelligence as an outcome of the BI process. Across the studies this review examined, managerial reluctance to open their intelligence practices to close examination was omnipresent. Although their apathy is understandable, due to their frustration regarding the lack of measurability of intelligence constructs, managers manifestly share a significant amount of responsibility in turning out explorative and descriptive studies partly due to their defensive managerial participation. Interestingly, managers would rather keep an ineffective BI unit confidential than open it for assessment in fear of competition or bad publicity. Therefore, this review highlights the value open participation of managers in longitudinal studies could bring to the BI research and by extent the new open intelligence culture across their organizations where knowledge is overt, intelligence is participative, not selective and where double loop learning alongside scholars is continuous. Their commitment to open participation and longitudinal studies will help generate new research that better integrates the BI process within its context and fosters new measures for intelligence performance.

Originality/value

This study provides an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones. By so doing, the developed framework sets the ground for scholars to further develop insights within each dimension and across their interrelationships.

Details

Management Research Review, vol. 44 no. 5
Type: Research Article
ISSN: 2040-8269

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Article

René Pellissier and J.‐P. Kruger

The purpose of this paper is to explore the extent to which strategic intelligence is utilised within the South African long‐term insurance industry and whether it could…

Abstract

Purpose

The purpose of this paper is to explore the extent to which strategic intelligence is utilised within the South African long‐term insurance industry and whether it could be used to identify opportunities or threats within the global environment to remain competitive, create greater innovation, and corporate advantage.

Design/methodology/approach

The approach of this paper is to obtain the qualitative views and opinions of strategic decision makers, on an executive managerial level within the South African long‐term insurance industry, on their organizations' use of strategic intelligence.

Findings

There are marked differences in the conformity and usage of strategic intelligence and its components between the organizations surveyed, with a measurable difference between large and small organizations, however, it is generally viewed that the use of a strategic intelligence framework could greatly enhance decision making.

Research limitations/implications

Data collection was limited to the 82 long‐term insurance companies which were registered with the South African Financial Services Board, with a focus on the organizations listed on the Johannesburg Securities Exchange within the Life Assurance Sector, within which a final response rate of 36.1 per cent was achieved, including the 100 per cent response rate from the six listed organizations.

Practical implications

The paper identifies the extent to which strategic intelligence is utilised in the South African long‐term insurance industry, and identifies the benefits or problems that are experienced by implementing and using strategic intelligence as an input to the strategic management process and what value strategic intelligence adds in the decision‐making process.

Originality/value

The identification and utilisation of the most important factors of a strategic intelligence framework will greatly enhance global corporate decision making and result in competitive advantage and constant innovation within the South African business environment.

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Article

Serge-Lopez Wamba-Taguimdje, Samuel Fosso Wamba, Jean Robert Kala Kamdjoug and Chris Emmanuel Tchatchouang Wanko

The main purpose of our study is to analyze the influence of Artificial Intelligence (AI) on firm performance, notably by building on the business value of AI-based…

Abstract

Purpose

The main purpose of our study is to analyze the influence of Artificial Intelligence (AI) on firm performance, notably by building on the business value of AI-based transformation projects. This study was conducted using a four-step sequential approach: (1) analysis of AI and AI concepts/technologies; (2) in-depth exploration of case studies from a great number of industrial sectors; (3) data collection from the databases (websites) of AI-based solution providers; and (4) a review of AI literature to identify their impact on the performance of organizations while highlighting the business value of AI-enabled projects transformation within organizations.

Design/methodology/approach

This study has called on the theory of IT capabilities to seize the influence of AI business value on firm performance (at the organizational and process levels). The research process (responding to the research question, making discussions, interpretations and comparisons, and formulating recommendations) was based on a review of 500 case studies from IBM, AWS, Cloudera, Nvidia, Conversica, Universal Robots websites, etc. Studying the influence of AI on the performance of organizations, and more specifically, of the business value of such organizations’ AI-enabled transformation projects, required us to make an archival data analysis following the three steps, namely the conceptual phase, the refinement and development phase, and the assessment phase.

Findings

AI covers a wide range of technologies, including machine translation, chatbots and self-learning algorithms, all of which can allow individuals to better understand their environment and act accordingly. Organizations have been adopting AI technological innovations with a view to adapting to or disrupting their ecosystem while developing and optimizing their strategic and competitive advantages. AI fully expresses its potential through its ability to optimize existing processes and improve automation, information and transformation effects, but also to detect, predict and interact with humans. Thus, the results of our study have highlighted such AI benefits in organizations, and more specifically, its ability to improve on performance at both the organizational (financial, marketing and administrative) and process levels. By building on these AI attributes, organizations can, therefore, enhance the business value of their transformed projects. The same results also showed that organizations achieve performance through AI capabilities only when they use their features/technologies to reconfigure their processes.

Research limitations/implications

AI obviously influences the way businesses are done today. Therefore, practitioners and researchers need to consider AI as a valuable support or even a pilot for a new business model. For the purpose of our study, we adopted a research framework geared toward a more inclusive and comprehensive approach so as to better account for the intangible benefits of AI within organizations. In terms of interest, this study nurtures a scientific interest, which aims at proposing a model for analyzing the influence of AI on the performance of organizations, and at the same time, filling the associated gap in the literature. As for the managerial interest, our study aims to provide managers with elements to be reconfigured or added in order to take advantage of the full benefits of AI, and therefore improve organizations’ performance, the profitability of their investments in AI transformation projects, and some competitive advantage. This study also allows managers to consider AI not as a single technology but as a set/combination of several different configurations of IT in the various company’s business areas because multiple key elements must be brought together to ensure the success of AI: data, talent mix, domain knowledge, key decisions, external partnerships and scalable infrastructure.

Originality/value

This article analyses case studies on the reuse of secondary data from AI deployment reports in organizations. The transformation of projects based on the use of AI focuses mainly on business process innovations and indirectly on those occurring at the organizational level. Thus, 500 case studies are being examined to provide significant and tangible evidence about the business value of AI-based projects and the impact of AI on firm performance. More specifically, this article, through these case studies, exposes the influence of AI at both the organizational and process performance levels, while considering it not as a single technology but as a set/combination of the several different configurations of IT in various industries.

Details

Business Process Management Journal, vol. 26 no. 7
Type: Research Article
ISSN: 1463-7154

Keywords

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Article

Angelo Cavallo, Silvia Sanasi, Antonio Ghezzi and Andrea Rangone

This paper aims to examine how competitive intelligence (CI) relates to the strategy formulation process of firms.

Abstract

Purpose

This paper aims to examine how competitive intelligence (CI) relates to the strategy formulation process of firms.

Design/methodology/approach

Due to the novelty of the phenomenon and to the depth of the investigation required to grasp the mechanisms and logics of CI, a multiple case study has been performed related to four companies located in Brazil that adopted CI practices within dedicated business units to inform and support strategic decision-making.

Findings

The authors provide detailed empirical evidence on the connection and use of CI practices throughout each stage of the strategy formulation process. Moreover, the study suggests that CI practices, despite their strategic relevance and diffusion, are still extensively adopted for tactical use.

Originality/value

This study sheds light on how CI practices may inform, support, and be integrated in the strategy formulation process, as few studies have done before.

Details

Competitiveness Review: An International Business Journal , vol. 31 no. 2
Type: Research Article
ISSN: 1059-5422

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Article

Martin Fojt

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into seven sections covering abstracts under the following headings: Marketing…

Abstract

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into seven sections covering abstracts under the following headings: Marketing Strategy; Customer Service; Sales Management; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution and Sundry.

Details

Marketing Intelligence & Planning, vol. 13 no. 3
Type: Research Article
ISSN: 0263-4503

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Article

Martin Fojt

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into seven sections covering abstracts under the following headings: Marketing…

Abstract

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into seven sections covering abstracts under the following headings: Marketing Strategy; Customer Service; Sales Management/Sundry; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution.

Details

Marketing Intelligence & Planning, vol. 13 no. 8
Type: Research Article
ISSN: 0263-4503

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Article

Tobias Bucher, Anke Gericke and Stefan Sigg

The purpose of this paper is to deliver an insight into the interaction effects of process‐oriented management and business intelligence (BI).

Abstract

Purpose

The purpose of this paper is to deliver an insight into the interaction effects of process‐oriented management and business intelligence (BI).

Design/methodology/approach

The paper takes up publications from the fields of BI and business process management and analyzes the state‐of‐the‐art of process‐centric business intelligence (PCBI). To highlight the potentials and limitations of the concept, two exemplary use cases are presented and discussed in depth. Furthermore, a vision for the technical implementation is sketched.

Findings

PCBI is found to play an important role in an organization's strive for competitiveness. The concept's potential benefits are significant. However, the overall levels of adoption and maturity of the concept within real‐world organizations appear to be rather low at the moment.

Research limitations/implications

The paper discusses solely two exemplary use cases – the most that could be done within the scope of a journal publication. Therefore, the explanatory power and the representativeness of the results need to be scrutinized in detail.

Practical implications

The paper highlights the practical significance of PCBI. It therefore represents a useful source of information for both practitioners and academics who are interested in improving the efficiency and effectiveness of an organization's information supply in support of its processes.

Originality/value

The paper motivates, describes, and analyzes the concept of PCBI. Furthermore, it provides examples of the concept's adoption and benefits from a practitioner's point of view.

Details

Business Process Management Journal, vol. 15 no. 3
Type: Research Article
ISSN: 1463-7154

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Article

Mohammed T. Nuseir

Business intelligence (BI) is a strategic approach that can use analytical tools to collect and integrate information, apply business rules and ensure the appropriate…

Abstract

Purpose

Business intelligence (BI) is a strategic approach that can use analytical tools to collect and integrate information, apply business rules and ensure the appropriate visible output of organizational information. This study aims to present the design and implementation of BI in areas of business process improvement for production, distribution and customer services.

Design/methodology/approach

This study highlights the process of BI in the production, distribution and customer services based on the National Food Products Company (NFPC) in the United Arab Emirates (UAE). This study discusses the step-by-step development process of BI and refers to graphical illustrations of the business needs and the organization's target key performance indicators (KPI).

Findings

Based on the business needs and chosen KPIs to maximize production and improve distribution and customer services the BI tool shows that the “star scheme” is the most appropriate one. Relational Online Analytical Processing (ROLAP) based on Mondrian system is employed as Online Analytical Processing (OLAP) architecture since the NFPC's technological infrastructure was better adapted to this vision. The analysis starts with data retrieval from two databases' customer' and production and distribution databases. Finally, visualization and reporting processes that respect the end-users improve the NFPC's decisions.

Practical implications

The study will help other organizations, BI developers, data warehouses (DW) developers and administrators, project managers as well as academic researchers understand how to develop a successful BI framework and implement BI based on business needs.

Originality/value

This is a unique and original study on the BI experience from a UAE-based organization and will encourage other organizations to apply BI in their business process.

Details

Business Process Management Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-7154

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Article

Dalia Suša Vugec, Vesna Bosilj Vukšić, Mirjana Pejić Bach, Jurij Jaklič and Mojca Indihar Štemberger

Organizations introduce business intelligence (BI) to increase their performance, but often, this initiative is not aligned with the business process management (BPM…

Abstract

Purpose

Organizations introduce business intelligence (BI) to increase their performance, but often, this initiative is not aligned with the business process management (BPM) initiative, which also aims to improve organizational performance. Although some findings from the literature indicate that BI implementation has a positive impact on organizational performance, the impact seems to be indirect. Therefore, the purpose of this study is to enhance the understanding of how BI maturity is translated into organizational performance. Alignment of BI and BPM initiatives seems one possible way for creating business value with BI, particularly because BI enables process performance measurement and management, which allows the BI initiative to become more business focused.

Design/methodology/approach

A questionnaire was prepared and used to collect data in Croatian and Slovenian organizations with more than 50 employees. A BI–BPM alignment measurement instrument was developed for the purpose of this study using the recommended process of scale development and validation. A total of 185 responses were analyzed by the structural equation modeling technique.

Findings

Our results provide evidence that the effect of BI on organizational performance is fully mediated by alignment of BI and BPM initiatives, and therefore, BI business value can be generated through the use of common terminology and methodologies, as well as a strong communication between BI and BPM experts, managers and teams in order to coordinate the two initiatives.

Originality/value

This study has responded to the call for better understanding of how the impact of BI on organization performance is realized. It confirmed that BI and BPM initiatives should be aligned in order to give BI a business value.

Details

Business Process Management Journal, vol. 26 no. 6
Type: Research Article
ISSN: 1463-7154

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