Examining how and when digital platform capabilities drive technological innovation: a strategic information perspective

Liu, Longjun; Long, Jing; Liu, Ruhong; Fan, Qing; Wan, Wenhai

doi:10.1108/jeim-01-2022-0033

Cited by 25 publications

(15 citation statements)

References 81 publications

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“…The adoption of BIA requires a shift in many functions of an organisation (Ramdani and Kawalek, 2007; Liu et al ., 2022). Besides, Begg and Caira (2012) reveal that the biggest challenge for the application of BIA as well as spreading any transformation in an organisation is the resistance for the adoption of BIA.…”

Section: Resultsmentioning

confidence: 99%

“…Finally, insights gathered from BIA system of firms in this group can be integrated to several business processes and support decision-making at the business function level. A typical example is provided by the Vice Director of B1 where, in this firm, the Vice Director can use “data related to the performance of sales agents,” provided “by the sales and accounting teams” to offer incentives, thus, “promoting sales performance.” Therefore, the research findings suggest that, as a whole, BIA allows insights from one functional area which can be used to support others, thus enhancing a firm's agility as well as its internal collaboration (Ren et al ., 2017; Liu et al ., 2022; Wamba, 2022).…”

Section: Discussionmentioning

confidence: 99%

“…Managerial capability implies the extent to which managers comprehend and then lead the implementation process of new technology (Wamba and Queiroz, 2020; Liu et al ., 2022). According to Jahanshahi and Brem (2017), the business leaders and senior managers in MSMEs are more likely to act as decision-making roles, thus their managerial capability is significant for the successful diffusion of newly adopted technologies.…”

Section: Literature Backgroundmentioning

confidence: 99%

“…According to Jahanshahi and Brem (2017), the business leaders and senior managers in MSMEs are more likely to act as decision-making roles, thus their managerial capability is significant for the successful diffusion of newly adopted technologies. In the same vein, existing research confirms that management capability has contributed to innovation adoption in SMEs (Chen et al ., 2015; Cruz-Jesus et al ., 2019; Liu et al ., 2022). However, a contrasting view has been found in the studies by Ramdani and Kawalek (2007) and Asiaei and Rahim (2019) which suggest that owners and leaders in SMEs are less likely to deploy new technological systems.…”

Section: Literature Backgroundmentioning

confidence: 99%

“…Advances in information management systems in organisations have led to the emergence of organisational business intelligence and analytic (BIA) since the 1990s. The BIA system can be defined as a set of technologies and technological applications that can be adopted in an organisation to synthesise, organise and facilitate the efficient analysis of large-scale data (Chen et al ., 2012) to help the organisation to understand risks and identify opportunities (Seddon et al ., 2017; Liu et al ., 2022). Given the increasing competition in the local and business environment as well as the implications caused by the Covid-19 pandemic such as working from home requirement and the supply chain disruption, technological solutions are reported as playing a critical role in enhancing business performance and eliminate challenges caused by Covid-19 pandemic (Hoang et al ., 2021; Khan et al ., 2022).…”

Section: Introductionmentioning

confidence: 99%

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Business intelligence and analytic (BIA) stage-of-practice in micro-, small- and medium-sized enterprises (MSMEs)

Hoang¹,

Bui

2023

JEIM

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PurposeWhile business intelligence and analytic (BIA) systems have been developed by large corporations around the world, micro-, small- and medium-sized enterprises (MSMEs) have recently paid attention and deployed BIA adoption, particularly during the Covid-19 pandemic disruption. This study sheds light on how MSMEs adopt the BIA systems and then proposes a framework for the BIA adoption process in the context of MSMEs.Design/methodology/approachThe multiple case research design and interpretivism approach are employed for expanding the theoretical boundary of the strategic management fields in BIA adoption by MSMEs. In total, 35 semi-structured interviews were conducted with senior managers and owners involved in BIA adoption from 17 participating MSMEs.FindingsThe research study identifies three BIA adoption stages with specific technical and managerial features in the path of BIA adoption in each stage, corresponding to the level of BIA maturity of MSMEs. The authors also highlight other factors that directly influence the successful adoption and transformation from each stage to another.Research limitations/implicationsThe research study identifies three BIA adoption stages with specific technical and managerial features in the path of BIA adoption at each stage that corresponds to the level of BIA maturity of MSMEs. Besides, this study also extends the current literature on BIA adoption in an organisation during the Covid-19 pandemic by identifying several contextual barriers that directly influence the BIA adoption.Practical implicationsResearch findings can help business leaders and owners of MSMEs to determine the BIA maturity of their organisation. Furthermore, the authors’ framework can also be used by consultancies and standard setters to develop detailed BIA adoption strategies and tactics that support MSMEs' digitalisation towards BIA adoption.Originality/valueThe research study’s results highlight that contextual factors, leadership competencies, motivations and barriers for BIA adoption can also be used to help MSMEs' leaders and owners to trigger, advance or eliminate challenges for the adoption of BIA initiatives in MSMEs.

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Section: Resultsmentioning

confidence: 99%