Business Intelligence Challenges in the Context of Goods- and Service-Dominant Logic

Clavier, Pamela R.; Lotriet, Hugo; Loggerenberg, Johan J. van

doi:10.1109/hicss.2012.138

Cited by 16 publications

(20 citation statements)

References 22 publications

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“…Furthermore, Gartner (2011) reports that worldwide expenditure in BIS was more than USD 10 billion in 2010 and was expected to continue to grow at a rate of approximately 8.1% annually. However, implementing new BIS is often a challenge (Benard & Atir 1993;Clavier, Lotriet & Van Loggerenberg 2012;Olbrich, Poppelbuß & Niehaves 2012). Hence, understanding the drivers of and barriers to BIS success is very important.…”

Section: Introductionmentioning

confidence: 99%

Measuring the success of business-intelligence systems in South Africa: An empirical investigation applying the DeLone and McLean Model

Mudzana

Maharaj

2015

S. Afr. j. inf. manag.

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Read online:Scan this QR code with your smart phone or mobile device to read online.Background: Business intelligence systems (BIS) hold promise for improving organisational decision-making in South Africa. Yet, the use of BIS has been associated with a number of challenges. Objectives:The aim of the study was to identify post implementation factors that contribute to the success of BIS in South African organisations.Method: This study draws on the DeLone and McLean Model of Information Systems success and recent literature on business-intelligence (BI) to develop and test a BIS success model. A quantitative study was conducted in the form of a survey of 102 BI users to validate the BIS success model. Results:Five interrelated factors of BIS success were confirmed. The study found that the quality of information has a strong influence on system use and user satisfaction. It was found that system quality is positively associated with user satisfaction. The results also indicated that service quality is negatively related to user satisfaction. The study also found that user satisfaction is positively associated with nett benefits of a BI system. Conclusion:The study provides insights for both managers and practitioners on the factors to focus on when implementing BIS thereby minimising the adoption risks associated with BI failures.

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Section: Introductionmentioning

confidence: 99%

Measuring the success of business-intelligence systems in South Africa: An empirical investigation applying the DeLone and McLean Model

Mudzana

Maharaj

2015

S. Afr. j. inf. manag.

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“…It is noted that although BI is frequently defined in the literature, there is no universal explanation of BI [13]. The overview of different BI definitions is presented in Table 1.…”

Section: The Business Intelligencementioning

confidence: 99%

Business Intelligence and Analytics in Organizations

Olszak

2014

Advances in ICT for Business, Industry and Public Sector

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The paper concerns Business Intelligence (BI) issue and the opportunities of using BI applications in organizations. BI enables to better understand not only the internal business processes, but also the competitive environment through the systematic acquisition, collation, analysis, interpretation and exploitation of information. It is considered that BI transforms the information into strategic knowledge. This allows for the identification of the opportunities and threats, which may occur on the market, while cooperating with customers, suppliers and competition. The main goal of this paper is to present the basic assumptions underlying the idea of BI and BI maturity as well as to identify the level of BI using in selected organizations. The structure of this paper is organized as follows. Firstly, an overview of subject literature on BI has been conducted. Then, the idea of BI maturity has been described. Different BI maturity models have been presented. Using an in-depth interview method, the results from the analysis of twenty organizations applying BI systems have been described. Gartner's Maturity Model for Business Intelligence and Performance Management was used to assess the level of BI in surveyed organizations.

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“…It is reported that the practical benefits from BI are often unclear and some organizations fail completely in their BI approach or they do not achieve the appropriate benefits [11], [12], [13], [14], [15]. It is said that about 60 to 70% of business intelligence applications fail due to the technology, organizational, cultural and infrastructure issues [35], [36], [37], [38]. It is reported that the most important elements that decide on BI success in the organizations include: quality of data and used technologies, skills, sponsorship, alignment between BI and business, and BI use [35].…”

Section: Background On Business Intelligence and Dynamic Capabilimentioning

confidence: 99%

“…It is said that about 60 to 70% of business intelligence applications fail due to the technology, organizational, cultural and infrastructure issues [35], [36], [37], [38]. It is reported that the most important elements that decide on BI success in the organizations include: quality of data and used technologies, skills, sponsorship, alignment between BI and business, and BI use [35]. Other elements concern: organizational culture, information requirements, and politics.…”

Section: Background On Business Intelligence and Dynamic Capabilimentioning

confidence: 99%

Towards an Understanding Business Intelligence. A Dynamic Capability-Based Framework for Business Intelligence

Olszak¹

2014

Annals of Computer Science and Information Systems

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Abstract-Although Business Intelligence (BI) is one of the most essential technologies to be purchased, the implementation of many BI applications fails. The reasons for this failure are not clear and still not well investigated. Resource-based View (RBV) and dynamic capability theory could help to overcome this gap and to provide an appropriate theoretical basis for future research in BI area. It is considered that BI capabilities may be critical functionalities that help organizations to improve their performance and adopt to environmental change. The research objectives for this study are: (1) conceptualization and discussion on BI dynamic capability, (2) building the comprehensive framework of BI capabilities. In order to address these objectives, the remainder of the paper is structured as follows: The first sections provide the theoretical foundations of BI, RBV and dynamic capability theory. Next, the BI capability was conceptualized. Finally, a model of BI as a dynamic capability, was proposed. The study was based mainly on: (1) a critical analysis of literature, (2) an observation of different BI initiatives undertaken in various organizations, as well as on (3) interviews with managers and experts in BI. The results of this study can be used by IT and business leaders as they plan and develop BI capabilities in their organizations.

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Business Intelligence Challenges in the Context of Goods- and Service-Dominant Logic

Cited by 16 publications

References 22 publications

Measuring the success of business-intelligence systems in South Africa: An empirical investigation applying the DeLone and McLean Model

Measuring the success of business-intelligence systems in South Africa: An empirical investigation applying the DeLone and McLean Model

Business Intelligence and Analytics in Organizations

Towards an Understanding Business Intelligence. A Dynamic Capability-Based Framework for Business Intelligence

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