The field of business intelligence (BI), despite rapid technology advances, continues to feature inadequate levels of adoption. The attention of researchers is shifting towards human factors of BI adoption. The wide set of human factors influencing BI adoption contains elements of what we call BI culture -an overarching concept covering key managerial issues that come up in BI implementation. Research sources provide different sets of features pertaining to BI culture or related concepts -decision-making culture, analytical culture and others. The goal of this paper is to perform the rview of research and practical sources to examine driving forces of BI -data-driven approaches, BI agility, maturity and acceptance -to point out culture-related issues that support BI adoption and to suggest an emerging set of factors influencing BI culture.

The field of business intelligence (BI), despite rapid technology advances, continues to feature inadequate levels of adoption. The attention of researchers is shifting towards human factors of BI adoption. The wide set of human factors influencing BI adoption contains elements of what we call BI culture -an overarching concept covering key managerial issues that come up in BI implementation. Research sources provide different sets of features pertaining to BI culture or related concepts -decision-making culture, analytical culture and others. The goal of this paper is to perform the rview of research and practical sources to examine driving forces of BI -data-driven approaches, BI agility, maturity and acceptance -to point out culture-related issues that support BI adoption and to suggest an emerging set of factors influencing BI culture.

Aim/Purpose. This paper, although conceived earlier than the emergence of COVID-19 pandemic, addresses the problem of informing agility as part of organizational agility that has become a rather important issue for business survival. Background. While the general issues of business informing, and business intelligence (BI) in particular, have been widely researched, the dynamics of informing, their ability to act in accord with changes in business and preserve the key competencies has not been widely researched. In particular, the research on BI agility is rather scattered, and many issues need to be clarified. Methodology. A series of in-depth interviews with BI professionals to determine relations between organizational agility and BI agility, and to round up a set of key factors of BI agility. Contribution. The paper clarifies a candidate set of key factors of BI agility and gives ground for future research in relations with areas like corporate and BI resilience and culture. Findings. The interview results show the relations between organizational changes, and changes in BI activities. BI has limited potential in recognizing important external changes but can be rather helpful in making decision choices and detecting internal problems. Lack of communication between business and IT people, existence of data silos and shadow BI, and general inadequacy of organizational and BI culture are the key factors impairing BI agility. Recommendations for Practitioners. There are practical issues around BI agility that need solving, like the reason-able coverage of standards or creation of a dedicated unit to care about BI potential. Recommendations for Researchers. The research is still in its starting phase, but additional interesting directions start to emerge, like relations between BI agility, resilience and corporate agility, or the role of informing culture and BI culture for BI agility issues. Impact on Society. Agile business, especially in times of global shocks like COVID-19, loses less value and has more chances to survive. Future Research. Most likely this will be focused on the relations between BI agility, resilience, and corporate agility, and the role of informing culture and BI culture for BI agility issues.

Aim/PurposeThis paper attempts an inquiry into some Business intelligence (BI) implementation challenges related to human factors, and uses empirical survey data to test how the required BI coverage relates to perceived level of BI culture through such important human factors in BI as information sharing.Background Business intelligence adoption already has a formidable body of experience, yet confusion remains over several key issues -implementation, adoption, created value. The multidimensionality of BI both in business dimensions and implementation dimensions is intended to handle the information integration requirements to produce an overarching view of business environment. The importance of human factors in utilizing BI potential lately has drawn growing attention of researchers, concentrating on such issues as information and insight sharing, emergence of intelligence community, preservation of experience.

Aim/Purpose: This paper, although conceived earlier than the emergence of COVID-19 pandemic, addresses the problem of informing agility as part of organizational agility that has become a rather important issue for business survival. Background: While the general issues of business informing, and business intelligence (BI) in particular, have been widely researched, the dynamics of informing, their ability to act in accord with changes in business and preserve the key competencies has not been widely researched. In particular, the research on BI agility is rather scattered, and many issues need to be clarified. Methodology: A series of in-depth interviews with BI professionals to determine relations between organizational agility and BI agility, and to round up a set of key factors of BI agility. Contribution: The paper clarifies a candidate set of key factors of BI agility and gives ground for future research in relations with areas like corporate and BI resilience and culture. Findings: The interview results show the relations between organizational changes, and changes in BI activities. BI has limited potential in recognizing important external changes but can be rather helpful in making decision choices and detecting internal problems. Lack of communication between business and IT people, existence of data silos and shadow BI, and general inadequacy of organizational and BI culture are the key factors impairing BI agility. Recommendations for Practitioners: There are practical issues around BI agility that need solving, like the reason-able coverage of standards or creation of a dedicated unit to care about BI potential. Recommendations for Researchers: The research is still in its starting phase, but additional interesting directions start to emerge, like relations between BI agility, resilience and corporate agility, or the role of informing culture and BI culture for BI agility issues. Impact on Society: Agile business, especially in times of global shocks like COVID-19, loses less value and has more chances to survive. Future Research: Most likely this will be focused on the relations between BI agility, resilience, and corporate agility, and the role of informing culture and BI culture for BI agility issues. NOTE: This Proceedings paper was revised and published in Informing Science: The International Journal of an Emerging Transdiscipline , 24, 19-30. Click DOWNLOAD PDF to download the published paper.