Analysing the role of business intelligence, knowledge sharing and organisational innovation on gaining competitive advantage

Abstract

Purpose This paper aims to study the role of business intelligence, knowledge sharing and organisational innovation on gaining competitive advantage. Design/methodology/approach The statistical population of the study was the managers and the specialists of some export companies of which 213 persons participated in this research. Path analysis was carried out to analyse and interpret the data by Amos software. Findings The results showed that business intelligence has a positive and significant impact on knowledge sharing, organisational innovation and gaining competitive advantage. Further, business intelligence has a positive and significant effect on competitive advantage through knowledge sharing and organisational innovation. Knowledge sharing impacts gaining competitive advantage positively and significantly. Finally, organisational innovation impacts gaining competitive advantage positively and significantly. Originality/value This research highlights the role of business intelligence, knowledge sharing and organisational innovation on gaining competitive advantage in export companies.

The impact of knowledge management process and business intelligence on organizational performance

“…There are many current knowledge sharing practices such as training and development programs, IT systems, reports, official documents and multifunctional teams, are all examples of integrating knowledge by combining knowledge across a wide spectrum or environment to enhance the quality of products and services which increase responsiveness to customers' needs, enhance innovation capacity, and to improve the overall organizational performance (Wang et al, 2014) 3.2 BI and Organizational Performance BI is a framework, including processes, tools and various techniques designed to move from data to information and from information to knowledge and add value to the organization. Using the knowledge gained, managers can make better decisions and do business more effectively (Eidizadeh et al, 2017). BI has an impact on improving knowledge, while effective BI system, enhances knowledge and improves mental model for the decision maker (Teoh et al, 2014), BI not only goes beyond policy or database sharing, but also involves employee experience and participation, BI can be considered as an effective catalyst for sharing knowledge used by staff in the organization (Rostami, 2014).The BI systems have different positive regulatory consequences (Arefin et al, 2015).…”

“…The dimensions of Knowledge Management Process (knowledge sharing، knowledge utilization) were adapted from the studies by Abualosh et al (2018a,b), Shujahat et al (2019 and Zawaideh et al (2018). The Variable of Business intelligence (data warehouse, OLAP, Data mining) was adapted from the studies by Ochara and Mokwena (2016), Eidizadeh et al (2017), and Organization Performance (Non-financial performance, and Financial performance) was adapted from the studies by Tomislav et al 2012and Wang et al (2014).…”

The next generation of knowledge management: Implications for LIS educators and professionals

“…-Developing the digital workplace and digital transformation (new platforms, which will integrate different sources of knowledge) ( -Applying analytics and business intelligence, which help KM use data to make decisions (Eidizadeh, Salehzadeh, & Chitsaz-Esfahani, 2017); -Adopting enterprise social networks (similar to Facebook) to enhance people for knowledge sharing (Razmerita, Kirchner, & Nielsen, 2016); -Adopting gamification and digital badging to enhance people engagement in the work (Harman, Koohang, & Paliszkiewicz, 2014); -Adopting mobile apps and the bring your own device (BYOD) trend to ensure that knowledge systems are optimized for mobile, so that knowledge is accessible through the devices and platforms people want to use (Khaddage, Müller, & Flintoff, 2016).…”

Assessment of IS‐innovation strategic alignment factors among universal banks in Ghana

“…With liberalized domestic banking regulations, intensified competition, and increasing consumer sophistication in Ghana (Asante, Agyapong, & Adam, ), banking firms are implementing technology‐driven strategies to leverage on the advancements in IT with the intent of developing new or significantly improved products and/or services to remain competitive (Abir & Chokri, ; Ghana Banking Survey, ). Globally, banks are making significant investments in IS (Mithas & Rust, ) with the intent of aligning and/or transforming business strategies (Coltman et al, ), facilitating different streams of innovations (Bharadwaj et al, ), and increasing competitiveness (Eidizadeh, Salehzadeh, & Esfahani, ). IT has brought a complete paradigm shift to the Ghanaian banking industry in a bid to catch up with global development.…”