Business Intelligence Acceptance: The Prominence of Organizational Factors

Grublješič, Tanja; Jaklič, Jurij

doi:10.1080/10580530.2015.1080000

Cited by 51 publications

(36 citation statements)

References 75 publications

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“…Yoon et al (2014) have shown that complexity of BI applications negatively affects BI adoption. Similar results have been shown in Grublješič and Jaklič 2015). McAfee and Brynjolfsson (2012) note that there is a need for a skill set that might be new for most IT departments, e.g., to integrate structured and unstructured information.…”

Section: Technology Managementsupporting

confidence: 70%

“…In discussing human factors of BI adoption, many sources refer to culture issues, assigning different contexts for culture. Grublješič and Jaklič (2015) stress information culture among important organizational determinants; in the same paper they also mention the culture of use of BI systems. Mulani (2013) defines issues-driven culture as an approach making data an asset to the business -right data at the right time and place, displayed in the right visual form, ensuring decision makers get access to intelligence, rather than just more information.…”

Section: The Definitions Of Bi Culturementioning

confidence: 99%

“…Grublješič and Jaklič (2015) indicate availability of prior experience as one of the BI acceptance factors. Presthus (2014) has stated that when users contribute, the user base and the value of system increases.…”

Section: Record Of Lessons and Experiencementioning

confidence: 99%

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Factors Driving Business Intelligence Culture

Skyrius

Katin

Kazimianec

et al. 2016

IISIT

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The field of business intelligence (BI), despite rapid technology advances, continues to feature inadequate levels of adoption. The attention of researchers is shifting towards human factors of BI adoption. The wide set of human factors influencing BI adoption contains elements of what we call BI culture -an overarching concept covering key managerial issues that come up in BI implementation. Research sources provide different sets of features pertaining to BI culture or related concepts -decision-making culture, analytical culture and others. The goal of this paper is to perform the rview of research and practical sources to examine driving forces of BI -data-driven approaches, BI agility, maturity and acceptance -to point out culture-related issues that support BI adoption and to suggest an emerging set of factors influencing BI culture.

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Section: Technology Managementsupporting

confidence: 70%

Section: The Definitions Of Bi Culturementioning

confidence: 99%

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Factors Driving Business Intelligence Culture

Skyrius

Katin

Kazimianec

et al. 2016

IISIT

View full text Add to dashboard Cite

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“…The primary goal of BI is to provide high qualityin the broadest senseinformation that supports smart decision-making. Researchers in this area generally agree that relevance, as a dimension of information quality, is particularly emphasized in the BI context (Grublješič and Jaklič, 2015a). Adequate relevance adds to its acceptance and the use of information generated in the BI conversion-and-use processes (Popovič et al, 2012).…”

Section: Discussionmentioning

confidence: 99%

Business intelligence and organizational performance

Glavan

Vukšić

Bach

et al. 2020

BPMJ

Self Cite

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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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“…The effectiveness of BI depends on the organisation such as increase in profitability, reduced operations costs and enhanced efficiency. Therefore, BI effectiveness is referred as the benefits obtained by organisations and implementations which effectively meet the dynamic changes in market demands through the use of BI (Grublješič & Jaklič, 2015). The success of BI continues to be a strong source of improving business performance (Ransbotham & Kiron, 2017 386 from the BI implementation due to mismatches between the BI and its goals (Işik et al, 2013;Richards et al, 2017).…”

Section: Bi Capabilities and Organisational Performancementioning

confidence: 99%