Patterns of business intelligence systems use in organizations

Arnott, David; Lizama, Felix; Song, Yutong

doi:10.1016/j.dss.2017.03.005

Cited by 88 publications

(56 citation statements)

References 44 publications

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“…We identify three ways BI users try to improve this process or its outcomes: knowledge creation in support of a decision (including gaining insight into the decision context), improving the decision in collaboration with other users, and communicating the decision. However, previous studies have demonstrated that these actions vary, even in the same business context where we might expect consistency [2]. If we assume that professional needs are typically characteristic of a specific decision context, the dissimilarities in BI tool usage must stem from individual psychological needs.…”

Section: Professional Bi Needsmentioning

confidence: 90%

“…In this sense BI-related needs are mainly individual needs --for example, related to responsibilities within a functional unit--to enhance individuals' own performance outcomes. This is in contrast with operational and strategic views of BI, which are focused on procedural and strategic needs of the organization, respectively [2]. Assuming users can associate BI with potentially addressing their professional needs, they are willing to find new ways or knowledge to make better decisions in order to fulfill these needs more effectively and efficiently.…”

Section: Introductionmentioning

confidence: 94%

“…BI is often used as an umbrella term for large-scale decision support systems (DSSs) in organizations. Surveys by industry analysts and vendors consistently find that BI development and deployment is one of the highest priorities for CIOs [2]. However, it is crucial to make a distinction between the different roles of BI within a company.…”

Section: Introductionmentioning

confidence: 99%

“…However, it is crucial to make a distinction between the different roles of BI within a company. Arnott et al define the uses of BI by dividing them into different business roles: operational, professional and strategic [2]. In this study, we focus on the professional role to be able to discuss BI concepts from need-based theories and generalize the findings to different contexts with different operational needs and strategic goals.…”

Section: Introductionmentioning

confidence: 99%

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Psychology of Business Intelligence Tools: Needs-Affordances-Features Perspective

Abhari

Vomero²,

Davidson

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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This study applied the Needs-Affordances-Features (NAF) framework to study psychological motivations behind the use of Business Intelligence (BI) tools especially when the use of such tools is voluntary. Our findings suggest that psychological needs motivate the use of BI tools that provide 13 affordances to fulfill five psychological needs, namely autonomy, competence, relatedness, having a place and selfrealization. These affordances were identified through a review of six publicly available BI tools. This study posits that three groups of affordances--creation, collaboration, and communication--explain the relationship between psychological needs and applications of BI. This study generates important implications for BI research by providing an overarching framework for the affordances of BI tools as a whole and explaining the importance of psychological needs that motivate the use of BI tools. The results also provide a new lens and common vocabulary for future studies and design of BI tools.

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Section: Professional Bi Needsmentioning

confidence: 90%

Section: Introductionmentioning

confidence: 94%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Psychology of Business Intelligence Tools: Needs-Affordances-Features Perspective

Abhari

Vomero²,

Davidson

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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“…In organisations, in fact, the data needed for these purposes are normally fragmented and distributed on different structures and platforms (Arnott et al, 2017) and the ever-increasing demand for accurate and timely data is difficult to handle and meet. The necessary information is often incomplete, redundant, unreliable, heterogeneous, difficult to use and unanalysable.…”

Section: The State Of the Artmentioning

confidence: 99%

Business intelligence and change management: The case of an administrative service company operating in the context of the entrepreneurial associations

Propeti¹,

Giuliani²

2017

Afr. J. Bus. Manage.

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This study aims to analyse the potential organizational impacts related to introduction and implementation of new managerial concepts methods and tools in Italian entrepreneurship associations using direct observation through daily presence as methodology in the structure. The results revealed that although the context of entrepreneurial associations assumes a certain degree of proactivity and dynamism in dealing with change, those who work there still cannot take decisive steps towards innovation. The analysed structure is strongly traditional, conservative, and unwilling to accept changes in software, roles and responsibilities, with the resulting difficulties being operating in a context that is increasingly turbulent. As the study is based on a case study, the conclusions achieved can be limited to the specific context examined. Investigating how the society can face the necessary change in skills and capabilities will make clear if the traditional stativity of the association quoted in the literature have been confirmed or not and, no less important, how such changes are perceived and managed by the structure. From the direct observation of reality, ideas and suggestions on how to handle the criticalities, therefore, favorability and optimization of the association's evolution could be achieved. This research thus showed the possibility of making a significant change that is developed and shared by the structure. In addition, the fact that these applications are studied in a rarely analysed and unconventional context, such as that of entrepreneurial associations, strengthens the originality of the study.

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From Radical Movement to Organizational Mainstream: ABehavioral Economics Perspective on DSS History

Arnott

Gao

2021

Integrated Series in Information Systems

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Patterns of business intelligence systems use in organizations

Cited by 88 publications

References 44 publications

Psychology of Business Intelligence Tools: Needs-Affordances-Features Perspective

Psychology of Business Intelligence Tools: Needs-Affordances-Features Perspective

Business intelligence and change management: The case of an administrative service company operating in the context of the entrepreneurial associations

From Radical Movement to Organizational Mainstream: ABehavioral Economics Perspective on DSS History

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