The business success of small- and medium-sized enterprises (SMEs) increasingly relies on the adoption of various technological innovations. For today’s unpredictable business operations, business intelligence systems (BISs) represent one of the most prominent tools with a significant impact on business performance. However, different internal and external risks may influence BIS adoption. The goal of this paper is to investigate the risks that impact BIS adoption in SMEs, using the Technology, Organization, and Environment (TOE) framework. For that purpose, we develop the logistic regression model, using data collected by a questionnaire survey using a sample of 100 Croatian SMEs. The results indicate the applicability of the TOE theoretical framework for examining BIS adoption in SMEs. Given the results obtained, the sampled SMEs should take into account the internal risks related to the organizational dimension and external risks related to the environmental dimension. Our research did not reveal the significant impact of technological risks that encompass characteristics of considered technological innovation related to the technology dimension.
Both business process management and digital transformation are areas that have been a topic of interest for both academia and practice. Since digital transformation is the creation of new, innovative business models and/or change and improvement of the existing business model with the help of digital technologies, one could raise a question regarding the role which business process management plays in digital transformation. With the purpose of shedding some light on that, this paper presents a theoretical framework for observing the link between business process management and digital transformation. Moreover, the results of an extensive literature review and analysis with regards to the presented framework has been given. The results confirm the important role of business process management in digital transformation. However, the results also indicate the need for further research and a greater understanding of practice.
Understanding Process Performance Measurement Systems The purpose of this paper is to analyze the current state of Process Performance Measurement Systems (PPMS) by means of a systematic review of literature. The PPMS literature is reviewed using a systematic approach. Based on an extensive literature review only twelve articles that contain the term PPMS in the title were found. The literature analysis showed that PPMS is a relatively new topic in the area of performance measurement. In order to understand PPMS, it was crucial to explain the concepts of business process management, business performance measurement and Performance Measurement System (PMS) which are well known and used in the literature and practice. PPMS is a special type of PMS that should be used in process-oriented organizations. Limitations of this research lie in the fact that all the conclusions were derived only from the literature, not empirical research. The results presented in the paper continue towards providing an updated overview of the current state of performance measurement, especially PPMS in order to identify the existing research gaps on which ongoing and future research efforts regarding this topic can be focused.
PurposeOrganizations introduce business intelligence (BI) to increase their performance, but often, this initiative is not aligned with the business process management (BPM) initiative, which also aims to improve organizational performance. Although some findings from the literature indicate that BI implementation has a positive impact on organizational performance, the impact seems to be indirect. Therefore, the purpose of this study is to enhance the understanding of how BI maturity is translated into organizational performance. Alignment of BI and BPM initiatives seems one possible way for creating business value with BI, particularly because BI enables process performance measurement and management, which allows the BI initiative to become more business focused.Design/methodology/approachA questionnaire was prepared and used to collect data in Croatian and Slovenian organizations with more than 50 employees. A BI–BPM alignment measurement instrument was developed for the purpose of this study using the recommended process of scale development and validation. A total of 185 responses were analyzed by the structural equation modeling technique.FindingsOur results provide evidence that the effect of BI on organizational performance is fully mediated by alignment of BI and BPM initiatives, and therefore, BI business value can be generated through the use of common terminology and methodologies, as well as a strong communication between BI and BPM experts, managers and teams in order to coordinate the two initiatives.Originality/valueThis study has responded to the call for better understanding of how the impact of BI on organization performance is realized. It confirmed that BI and BPM initiatives should be aligned in order to give BI a business value.
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