A case analysis of Savecom: The role of indigenous leadership in implementing a business intelligence system

Seah, Melody; Hsieh, Ming-Kai; Weng, Pu-Dong

doi:10.1016/j.ijinfomgt.2010.04.002

Cited by 40 publications

(15 citation statements)

References 17 publications

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“…Several studies indicate that while technical understanding is required, organizational capabilities are more critical to a successful outcome (Bharadwaj et al, 2013). These capabilities include organizational learning (Tippins et al, 2003), leadership style (Seah et al, 2010;Verdú-Jover et al, 2014), and a firm's adaptive organizational culture (Alos-Simo et al, 2017). The whole organization should be involved in the change process, including operational processes, resources and internal and external users (Henriette et al, 2015).…”

Section: Leveraging Digitalization To Enhance Customer Orientation Anmentioning

confidence: 99%

“…Furthermore, the firm's capability to implement digital transformation should not be ignored. A key to success is organizational capabilities (Bharadwaj et al, 2013), such as organizational learning (Tippins et al, 2003), leadership style (Seah et al, 2010;Verdú-Jover et al, 2014) and adaptive organizational culture (Alos-Simo et al, 2017). However, as Laursen et al (2006) states, the cost of obtaining knowledge should not be too high.…”

Section: Managerial Implicationsmentioning

confidence: 99%

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Renewing the sawmill industry: studies on innovation, customer value and digitalization

Makkonen¹

2019

Diss. For.

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The sawmill industry's current business strategies are based on traditional, productionoriented business logic. However, the ruling sources of competitiveness (lower prices and higher production volumes) are no longer sufficient to maintain the industry's profitability. A shift from manufacturing to service economy includes vast potential to improve customer value and, hence, business performance. The service view suggests that instead of being created by production, customer value derives from processes in which the provider supports the customer's value creation. This view positions the customer at the core of the business and challenges prevailing business approaches within traditional industries.The goal of this thesis is to explore the sawmill industry's business transformation toward customer orientation and service-based business. As firms do not operate in isolation from their surrounding business environment, the entire wood products industry is considered. Service logic was used as the research frame to accentuate the value-based business approach. The novelty of this thesis is applying customer orientation to improve the forest industry's innovation and competitiveness. Digitalization is a core of innovation and offers potential to take customer orientation to a new level. Therefore, two closely connected concepts with customer orientation, innovation and digitalization, were also studied. Both interviews and case studies were used, comprising a total of 36 semi-structured interviews. This thesis suggests that by positioning customers at the core of the business and by applying service-based business practices, the sawmill industry is in better position to achieve longterm competitiveness. This idea, however, necessitates significant strategic changes, questioning existing practices and principles of the entire wood products industry. The first step in the change toward a customer-oriented business (i.e., service-based business) is to gain more understanding of customer orientation and embrace this approach as an organization-wide attitude, not only within the sawmill industry, but throughout wood value chains.

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Section: Leveraging Digitalization To Enhance Customer Orientation Anmentioning

confidence: 99%

Section: Managerial Implicationsmentioning

confidence: 99%

Renewing the sawmill industry: studies on innovation, customer value and digitalization

Makkonen¹

2019

Diss. For.

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“…Lack of strong top management support in CRM deployment would significantly hinder the potential of CRM for improving business performance (Seah, Hsieh, & Weng, 2010). For example, one sales manager of Changfeng Gas Company, whom we surveyed and interviewed, described the difficulty they encountered in CRM deployment.…”

Section: Hypothesesmentioning

confidence: 99%

Decision execution mechanisms of IT governance: The CRM case

Dong

2012

International Journal of Information Management

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“…Though most studies have been carried out on information systems to increase the understanding of information technology implementation and evaluate information technology, involvement in improving organizational performance and effectiveness, the majority of these studies consider implementation to be one of the general phases of technology transfer while for successful implementation it is required that each phase is considered and their activities are taken into account (Lai and Mahapatra 1997). Based on studies on business intelligence literature, different studies have been carried out on different fields including: vital factors of implementation success (Zare Ravasan and Rabiee 2014; Hwang et al 2004;Yeoh and Koronios 2010;Ariachandra and Watson 2006;Olsak and Ziemba 2012;Yeoh and Popovic 2015;Hawking 2013;Vodapali, 2009), application and implementation of business intelligence (Ramarkrishnan et al 2012;Popvic et al 2012;Seah et al 2010;Boyer et al 2010;Wixom and Watson 2001;Grubljesic, 2014;Doodly 2015;Chasalow 2009), system performance (Lin et al 2009), business intelligence system adoption (Ramamurty et al 2008;Hwang et al 2004), capabilities and applications of business intelligence (Isik et al 2013;Moro et al 2015;Isik et al 2011), intelligence maturity (Najmi et al 2010;Popovic et al 2009), implementation readiness factors (Bagshady et al 2014;Anjariny et al 2012), and performance evaluation (Lin et al 2009;. But in each of these studies, implementation and establishment of business intelligence process has been examined in a different dimension, angle and aspect.…”

Section: Introductionmentioning

confidence: 99%

Identifying key effective factors on the implementation process of business intelligence in the banking industry of Iran

Rezaie¹,

Mirabedini²,

Ataollah³

2017

JISIB

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Though many organizations have turned to developing and using businessintelligence systems, not all have been successful in implementing such systems. These systemshave social-technical dimensions with many elements and are very complicated. Numerousstudies have been carried out on implementation and employment of business intelligence, butin the past studies only specific aspects and dimensions have been addressed. The aim of thisstudy is to identify key factors in the implementation process of business intelligence in theIranian banking industry. The present research is objectively applied as a survey study inimplementation strategy. Also it is a descriptive study in terms of the research plan and datacollection where two documentary and field study methods have been used for collecting data.The statistical population of this study comprises experts and professionals in informationtechnology who are active in implementing solutions for business intelligence in the bankingindustry of Iran. In this study, 16 people were chosen based on non-random judgment samplingcombined with targeted and snowball sampling as a statistical sample and their viewpointswere extracted and refined using the Fuzzy Delphi Technique. First through studying pastresearch records and reviewing literature of effective factors in implementing businessintelligence process, 37 factors were identified. Then by implementing five rounds of the FuzzyDelphi Technique, 39 factors were confirmed as significant among 37 factors affecting thebusiness intelligence implementation process in past studies and 10 factors proposed by experts.Also, these 39 factors were classified in nine main groups including organizational, human, dataquality, environmental, system ability, strategic, service quality, technical infrastructure, andmanagerial factors. Managers and executives of business intelligence projects in Iran's bankingindustry can achieve the given objectives and results by considering such significant factors inplanning and taking measures related to effective implementation of business intelligence.

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A case analysis of Savecom: The role of indigenous leadership in implementing a business intelligence system

Cited by 40 publications

References 17 publications

Renewing the sawmill industry: studies on innovation, customer value and digitalization

Renewing the sawmill industry: studies on innovation, customer value and digitalization

Decision execution mechanisms of IT governance: The CRM case

Identifying key effective factors on the implementation process of business intelligence in the banking industry of Iran

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