The BI-Based Organization

Wixom, Barbara H.; Watson, Hugh J.

doi:10.4018/jbir.2010071702

Cited by 222 publications

(116 citation statements)

References 15 publications

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“…Today's Data WareHouses (DWH) make data sourcing much less of an issue than it was in the 1980s/1990s [Wixom and Watson 2010]. EIS on top of a corporate BI architecture benefit from this development in two ways.…”

Section: Eis -History and Current Developmentsmentioning

confidence: 98%

“…Managers and the Information Systems (IS) to support them have been a topic of interest to researchers over the last five decades [Ackoff 1967;Mintzberg 1972;Rockart and Treacy 1989;Elam and Leidner 1995;Wixom and Watson 2010]. Despite this tradition, many executives still complain that their current EIS bear little relevance to managing a company and fail even more to accommodate their working style [Eckerson 2010].…”

Section: Introductionmentioning

confidence: 99%

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Six principles for redesigning executive information systems—findings of a survey and evaluation of a prototype

Marx

Mayer

Winter

2011

ACM Trans. Manage. Inf. Syst.

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Information Systems (IS) meant to help senior managers are known as Executive Information Systems (EIS). Despite a five-decade tradition of such IS, many executives still complain that they bear little relevance to managing a company and, even more, fail to accommodate their working style. The increasing acceptance of IS among today's executives and technological advances of the Internet era make the present moment favorable for redesigning EIS. Following the design science paradigm in IS research, this article provides six principles for such a redesign. To do so, we survey executives regarding their requirements and the IS they currently use. We then derive principles for a redesign to fill the gaps. They address diverse areas: a comprehensive information model, functions to better analyze and process information, easy-to-use IS handling, a more flexible IS architecture and data model, a proper information management, and fast prototype implementation. Finally a field test demonstrates and evaluates the utility of our proposal by means of a prototype.

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Section: Eis -History and Current Developmentsmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%

Six principles for redesigning executive information systems—findings of a survey and evaluation of a prototype

Marx

Mayer

Winter

2011

ACM Trans. Manage. Inf. Syst.

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“…In a third step, we executed a keyword search of titles and abstracts. 4 A total of 466 hits resulted, of which we found 20 to be relevant. To identify further articles, we performed a backward search, which led to a total of 44 articles examining user-group characteristics and their implications on EIS.…”

Section: Search Strategymentioning

confidence: 99%

“…3 We found Human-Computer Interaction, International Journal of Human-Computer Interaction, International Journal of Human-Computer Studies, and Computers in Human Behavior in the journal rankings [33], and added AIS Transaction on Human-Computer Interaction as an up-and-coming HCI Journal. 4 Search string: ("decision making" OR "executive information system" OR "decision support system" OR "management information system" OR "data warehouse" OR "business intelligence") AND "use" OR "style" OR "pattern" OR "adoption" OR "acceptance" OR ("mobile ICT" OR "user interface" OR "user-interface characteristics").…”

Section: Phase a User Modelmentioning

confidence: 99%

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Appropriate Interface Designs for Mobile End-User Devices--Up Close and Personalized Executive Information Systems as an Example

Mayer

Weitzel

2012

2012 45th Hawaii International Conference on System Sciences

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This article develops interface designs for increasingly important mobile end-user devices. Such interfaces make "up close and personalized" executive information systems possible. Based on a multidimensional literature review, we propose ten design guidelines for "analyst"-and "consumer"-type executives and the different devices they use. Then, we validate the guidelines with an expert focus group and demonstrate their utility with a first instantiation.

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Extending the understanding of critical success factors for implementing business intelligence systems

Yeoh

Popovič

2015

Asso for Info Science & Tech

158

146

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Extant studies suggest implementing a business intelligence (BI) system is a costly, resource-intensive and complex undertaking. Literature draws attention to the critical success factors (CSFs) for implementation of BI systems. Leveraging case studies of seven large organizations and blending them with Yeoh and Koronios's (2010) BI CSFs framework, our empirical study gives evidence to support this notion of CSFs and provides better contextual understanding of the CSFs in BI implementation domain. Cross-case analysis suggests that organizational factors play the most crucial role in determining the success of a BI system implementation. Hence, BI stakeholders should prioritize on the organizational dimension ahead of other factors. Our findings allow BI stakeholders to holistically understand the CSFs and the associated contextual issues that impact on implementation of BI systems. IntroductionThe successful implementation of information technology (IT) innovations remains both a theoretical and a managerial challenge. Many IT implementation projects have a high-risk profile (Harrington & Guimaraes, 2005;Kutsch, Denyer, Hall, & Lee-Kelley, 2013) and various IT innovations introduced by organizations are either rejected or underused by end users (Sharma & Yetton, 2003).Business intelligence (BI) technologies have recently received considerable attention from both industry and acareceived (Chen, Chiang, & Storey, 2012). In a worldwide survey of IT spending (Gartner, 2013b), BI-related technologies (still) ranked among the top technology priorities of many chief information officers, with global BI software spending expected to grow by 7% over the previous year (Gartner, 2013a). Such enthusiasm can be attributed to the rising importance of BI systems, which have regularly been viewed as "a broad category of technologies, applications, and processes for gathering, storing, accessing, and analyzing data to help its users make better decisions" (Wixom & Watson, 2010, p. 14). Yet implementing a BI system does not only entail the purchase of a combination of software and hardware; rather, it is a complex undertaking requiring appropriate infrastructure and resources over a lengthy period of time (Yeoh & Koronios, 2010). In fact, cases have previously been reported where large investments in various BI initiatives over lengthier periods resulted in little or no benefits for the organizations implementing them (Williams & Williams, 2007).Despite the vibrant BI market and the complexities surrounding the implementation of BI systems, the critical success factors (CSFs) of BI system implementation initiatives remain poorly understood. A typical BI system implementation involves multifaceted technological, organizational, and process issues, sharing similar characteristics with other intelligence system (IS) infrastructural projects like enterprise resource planning (ERP) systems implementation (Popovič, Hackney, Coelho, & Jaklič, 2012). Still, most existing CSF studies have focused on identifying lists of CSFs and little con...

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The BI-Based Organization

Cited by 222 publications

References 15 publications

Six principles for redesigning executive information systems—findings of a survey and evaluation of a prototype

Six principles for redesigning executive information systems—findings of a survey and evaluation of a prototype

Appropriate Interface Designs for Mobile End-User Devices--Up Close and Personalized Executive Information Systems as an Example

Extending the understanding of critical success factors for implementing business intelligence systems

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