Die invloed van stikstoftoediening, saaidigtheid en metode van vermenging van komponente op mengsels vanTrifolium vesiculosumenLolium multiflorum1

Berg, M. van den; Kruger, A. J.; Wassermann, V. D.

doi:10.1080/02566702.1990.9648237

Cited by 1 publication

(2 citation statements)

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“…To address this gap, our paper synthesizes the body of knowledge of the BI process to discern patterns of the interrelated relationships of its characteristics, and its context, i.e. antecedents and outcomes (Hutzschenreuter and Kleindienst, 2006; Rajagopalan et al , 1993; Van De Ven, 1992). We follow other scholars’ conceptualization of BI process as an integrative sequence that encompasses the collection, transformation and usage (Chen et al , 2012; Davenport and Paul Barth, 2012; Trieu, 2017) that occurs in an organizational context, exerts an influence upon it and is shaped by its antecedents (Bingham and Eisenhardt, 2011; Loock and Hinnen, 2015).…”

Section: Introductionmentioning

confidence: 99%

“…To capture the BI process within its context, we follow the process framework of Hutzschenreuter and Kleindienst (2006), Rajagopalan et al (1993) and Van De Ven (1992) for it allows to position the BI process within its organizational context and explore their interrelated linkages. In this vein, we purposefully follow Levy and Ellis (2006) and Webster and Watson (2002)’s “effective methodology” of conducting systematic reviews in cross-disciplinary research such as the BI process body of knowledge and adheres to its processual scheme to select 120 articles published in top tier ABS ranked journals that we synthesize and integrate drawing from the process view framework that emphasizes the role of organizational context (Hutzschenreuter and Kleindienst, 2006; Rajagopalan et al , 1993; Fischer et al , 2016; Vaara and Lamberg, 2014).…”

Section: Introductionmentioning

confidence: 99%

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35 years of research on business intelligence process: a synthesis of a fragmented literature

Talaoui

Kohtamäki

2020

MRR

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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.

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