Business intelligence and analytics for value creation: The role of absorptive capacity

Božič, Katerina; Dimovski, Vlado

doi:10.1016/j.ijinfomgt.2018.11.020

Cited by 125 publications

(79 citation statements)

References 99 publications

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“…We propose that the analytical decision-making culture (ADMC) of the organization, the extent to which a firm encourages decision makers to systematically use data and facts and analyze them for their decision-making tasks (Kulkarni et al, 2017;Popovič et al, 2012), moderates the relationships between the individual-level and system-level determinants and the BA use intentions. As opposed to the commonly held view that a high ADMC environment is more fruitful for BA implementation (Božič and Dimovski, 2019;Trieu, 2017), in this study we propose that in both low vs. high ADMC environments BA can foster; albeit being encouraged by different determinants, hence adopting a contingency perspective.…”

Section: Introductionmentioning

confidence: 56%

“…Recent studies find that with investments in BA systems, firm are able to make more accurate demand forecasts, improve product development, and coordinate supply chain planning more effectively (Božič and Dimovski, 2019;Puklavec et al, 2018;Trieu, 2017). Ultimately, these improvements increase customer satisfaction, operational performance, financial performance, and generate a competitive advantage (Cao andDuan, 2017, Kiron et al, 2014;Ragueso and Vitari, 2018).…”

Section: Business Analyticsmentioning

confidence: 99%

“…İşletme Araştırmaları Dergisi Journal of Business Research-Turk culture favoring analytical, evidence-based decision making has a positive effect on using BA systems. There are also views stating that a strong decision making culture is the key to generating competitive advantage from BA adoption (Božič and Dimovski, 2019).…”

Section: Boundary Condition: Analytical Decision-making Culture (Admc)mentioning

confidence: 99%

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The Determinants of Business Analytics Adoption: Does One-Size Fit All

Bayram

Ateş

2020

isarder

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This paper aims to improve the understanding about business analytics (BA) adoption by utilizing a contingency perspective examining the interplay between individual-, system-, and organizational-level determinants through the combined theoretical lenses of technology acceptance model (TAM) and IS quality model. Design/methodology/approach-Data was collected by means of a survey conducted among BA tools users working in a variety of industries in Turkey and 91 responses were obtained. The moderating effect of an organizational level contingency-analytical decision-making culture (ADMC)-on the relationships between individual-and system-level factors was tested via the partial least squares (PLS) method. Findings-The results provide strong support for the moderating effect of an organizational-level contingency-analytical decision-making culture (ADMC). More specifically, we find that in low ADMC environments, information quality improves perceived usefulness whereas performance quality and interaction quality improve perceived ease-of-use. Surprisingly, in high ADMC environments information quality does not have an effect on perceived usefulness or perceived easeof-use, whereas performance quality improves perceived usefulness and interaction quality improves both perceived usefulness and perceived ease-of-use. Discussion-This study is one of the few to examine the increasingly popular BA adoption issue in a developing country context. The findings illustrate to both managers and BA system providers that under different organizational cultures, users' needs and perceptions vary; therefore different BA system quality characteristics should be emphasized for successful implementation.

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Section: Introductionmentioning

confidence: 56%

Section: Business Analyticsmentioning

confidence: 99%

Section: Boundary Condition: Analytical Decision-making Culture (Admc)mentioning

confidence: 99%

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The Determinants of Business Analytics Adoption: Does One-Size Fit All

Bayram

Ateş

2020

isarder

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“…Pembentukan keupayaan kapasiti penyerapan yang didorong oleh kualiti integrasi kelakuan yang dimiliki KPA ini membolehkan ahli firma berupaya menggerakkan usaha ke arah pembentukan keupayaan ketangkasan dan perolehan kelebihan bersaing. Ini kerana firma yang memiliki darjah kapasiti penyerapan yang tinggi akan berusaha secara proaktif mengeksploitasi teknologi dan peluang pasaran dalam persekitaran dengan menggabungkan kedua sumber pengetahuan dalaman dan luaran (Božič & Dimovski, 2019). Menurut Grant (1996), keupayaan kompetitif firma dapat terbangun apabila para pengurus mengubah pengetahuan mereka untuk disesuaikan dengan proses integrasi dan penggabungan semula (recombination) firma, yang seterusnya berupaya menghasilkan kecekapan persaingan baharu.…”

Section: Hubungan Antara Integrasi Kelakuan Kpa Kapasiti Penyerapan unclassified

KESAN INTEGRASI KELAKUAN KUMPULAN PENGURUSAN ATASAN KE ATAS KETANGKASAN ORGANISASI DI MALAYSIA: KAPASITI PENYERAPAN SEBAGAI PEMBOLEH UBAH PENGANTARA (The Effects of Top Management Team Behavioural Integration on Organisational Agility in Malaysia: Absorp

Kasim

Auzair

Amir

et al. 2021

International Journal of Management Studies

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Kajian ini dijalankan untuk mengenal pasti kesan langsung dan tak langsung yang dimiliki oleh integrasi kelakuan kumpulan pengurusan atasan (KPA) ke atas dua keupayaan dinamik firma iaitu keupayaan pembelajaran dengan keupayaan konfigurasi semula, yang kedua-duanya diterjemahkan melalui pemboleh ubah kapasiti penyerapan dan ketangkasan organisasi. Analisis Partial Least Square ke atas maklum balas soal selidik daripada 159 buah firma perkilangan bersaiz besar dan sederhana di Malaysia menunjukkan terdapat hubungan positif yang signifikan antara integrasi kelakuan KPA dan kedua-dua kapasiti penyerapan serta ketangkasan organisasi. Hasil analisis juga menyokong hipotesis bagi hubungan tak langsung antara integrasi kelakuan KPA dan ketangkasan organisasi dengan kapasiti penyerapan sebagai faktor pengantara. Penemuan kajian ini menggesa KPA agar menonjolkan sikap yang mementingkan tingkah laku berkolaboratif, pertukaran maklumat yang berkualiti dan pembuatan keputusan secara bersama kerana ketiga-tiga aspek ini didapati secara kolektif memberi kesan yang positif kepada keupayaan dinamik firma. Dapatan kajian ini turut memberi isyarat kepada pengurusan atasan kepentingan untuk memastikan ketiga-tiga ciri ini dimiliki oleh calon yang bakal dipilih sebagai ahli KPA. Hasil kajian ini juga mampu menjadi titik rujuk kepada kajian lanjut yang dijalankan secara kualitatif yang dijangka dapat menyediakan gambaran lebih jelas mengenai peranan KPA dalam pembangunan keupayaan dinamik firma di Malaysia. Abstract This study was conducted to examine the direct and indirect effects of top management team (TMT) behavioural integration on two dynamic capabilities, that is, the learning capability and reconfiguration capability which have been translated through the absorptive capacity and organisational agility. The Partial Least Square analysis on the survey responses from 159 large- and medium-sized manufacturing firms in Malaysia shows that there are significant positive relationships between the TMT behavioural integration and both the absorptive capacity and organisational agility. The analysis results also support the hypothesis of an indirect relationship between the TMT behavioural integration and organisational agility with absorptive capacity as the mediator. The findings reveal the need for the TMT to emphasise collaborative behaviour, quality information exchange and collective decision-making as the three aspects are collectively found to have positive impacts on the firm's dynamic capabilities. The TMT also has to ensure that the candidates selected as its team members must have these characteristics. The results of the study can also be a reference point for qualitative studies conducted which can provide a clearer picture of the role of TMT in the development of dynamic capabilities of firms in Malaysia. Keywords: Top management team behavioural integration, absorptive capacity, organisational agility, dynamic capabilities of firms, Malaysia.

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“…The enormous volume of data created inside and outside an organization can be leveraged to improve decisionmaking processes to gain a competitive advantage. Various studies report that BI is an enabler for value creation [1,2] .…”

Section: Introductionmentioning

confidence: 99%

Improving Decision Quality for Business Users Based on Cloud-based Self-Service Business Intelligence Tools

Bernsteiner

Ploder

2020

CCDS

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The ever-growing volume of data promotes data-driven decision-making in more cases and more areas than before. The development of user-friendly self-service BI (SSBI) tools enable business users to autonomously execute tasks in the area of Business Intelligence (BI), statistical analysis, or data science. Cloud computing offers the opportunity to provide SSBI as services as well. This paper focusses on cloud-based SSBI tools and their support for data-driven decision-making by business users. This paper aims to identify the influence of a deeper understanding of business informatics on (a) the handling of the cloud-based SSBI tools and (b) the data-driven decision making performance. An experimental setting was used to collect empirical data. Two groups with equal knowledge in business administration, but different backgrounds in business informatics have been defined. Based on different backgrounds in business informatics, the results show no significant difference in handling the cloud-based SSBI tool but reveal significant differences in decision-making performance.

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Business intelligence and analytics for value creation: The role of absorptive capacity

Cited by 125 publications

References 99 publications

The Determinants of Business Analytics Adoption: Does One-Size Fit All

The Determinants of Business Analytics Adoption: Does One-Size Fit All

KESAN INTEGRASI KELAKUAN KUMPULAN PENGURUSAN ATASAN KE ATAS KETANGKASAN ORGANISASI DI MALAYSIA: KAPASITI PENYERAPAN SEBAGAI PEMBOLEH UBAH PENGANTARA (The Effects of Top Management Team Behavioural Integration on Organisational Agility in Malaysia: Absorp

Improving Decision Quality for Business Users Based on Cloud-based Self-Service Business Intelligence Tools

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