Business intelligence and analytics use, innovation ambidexterity, and firm performance: A dynamic capabilities perspective

Božič, Katerina; Dimovski, Vlado

doi:10.1016/j.jsis.2019.101578

Cited by 132 publications

(115 citation statements)

References 156 publications

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“…Chen, 2017). A study conducted in Slovenia found that the successful balancing of exploitative and exploratory innovation activities has positive effects on firm performance (Božič & Dimovski, 2019). Afacan Fındıklı et al (2015) found that strategic HR practices were partially effective on organizational innovation, which they divided as exploratory and exploitative.…”

Section: Ambidexteritymentioning

confidence: 99%

The Impact of New Generation Management Approaches on the Firm Performance: The Moderating Role of Strategic Human Resource Management Applications

Altındağ

Aktürk

2020

SAGE Open

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The main purpose of this study is to research how and to what degree a company’s performance is affected by the new generation management approaches through strategic human resource applications. Within this framework, of the new generation management approaches, organizational ambidexterity, learning organization, and innovation capability have been included as independent variables, and of the strategic human resource applications, with the moderation of talent management and the recruitment and selection process, the effects on firm performance have been tested empirically. The study was conducted in 2018 by evaluating 387 of the questionnaires collected from the firm owners and middle and upper management of randomly selected large and mid-sized businesses in Istanbul, Ankara, Bursa, and Izmir. The collected data were tested using SPSS and, within the scope of structural equation modeling, using SmartPLS. At the conclusion of the research, of the new generation management approaches, it became evident that innovation capabilities have positive effects on the firm performance and that the learning organization also has positive effects on the firm performance by the effect of the moderating variables. Furthermore, a striking weakness was found in the relationship between the performance of a firm and innovation ambidexterity. It was also found that talent management plays no moderating role in the effects of new generation management approaches on the firm performance.

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Section: Ambidexteritymentioning

confidence: 99%

The Impact of New Generation Management Approaches on the Firm Performance: The Moderating Role of Strategic Human Resource Management Applications

Altındağ

Aktürk

2020

SAGE Open

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“…In the past decade, the vast amount of data collected in a variety of formats has been faster than ever before. It called for the advent of new technologies, culminating in hastening of technological developments that also incorporates the computational in the processing capabilities as well as the advancement of new AI techniques [1,5]. With these advances, firms are allowed to process vast quantities of data with AI by using the outcomes to broaden their purpose of new markets, products and services [6,7].…”

Section: Introductionmentioning

confidence: 99%

“…Few researchers study the literature about AI from a managerial viewpoint, addressing the management of information [6,11,[20][21][22]; decision-making [3,23,24]; knowledge management [25]; and skills [5,[26][27][28][29]. This paper, therefore, to the best of our understanding, varies from those previously conducted by synthesizing to a systematic review of literature by examining the state of the correlation between AI and organizational strategy, a topic not included in the aforementioned articles.…”

Section: Introductionmentioning

confidence: 99%

Artificial Intelligence and Business Strategy towards Digital Transformation: A Research Agenda

2021

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In the past decade, current literature and businesses have drawn attention to Artificial Intelligence (AI) tools and in particular to the advances in machine learning techniques. Nevertheless, while the AI technology offers great potential to solve difficulties, challenges remain implicated in practical implementation and lack of expertise in the strategic usage of AI to create business value. This paper aims to implement a systematic literature review analyzing convergence of the AI and corporate strategy and develop a theoretical model incorporating issues based on the existing research in this field. Eighty-one peer-reviewed articles were discussed on the basis of research methodology from Webster and Watson (2002). In addition to gaps in future research, a theoretical model is developed, discussing the four sources of value creation: AI and Machine Learning in organizations; alignment of AI tools and Information Technology (IT) with organizational strategy; AI, knowledge management and decision-making process; and AI, service innovation and value. These outcomes lead to both theoretical and managerial viewpoints, with extensive possibilities to generate new methods and types of management practices.

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“… the "absorption capacity" of an organization, defined as the ability to use new external information for its own purposes. [16] The analysis did not reveal the impact of the effectiveness of the organization and the industry in which it operates on the effectiveness of business intelligence implementation. This process largely depends on socio-psychological factors, such as the overall compatibility of staff with it technologies, their perception of changes in productivity caused by the use of business intelligence tools and common attitudes of employees.…”

Section: Introductionmentioning

confidence: 92%

“…As indicated in [14], the introduction of business intelligence systems requires significant investment in technology and personnel, which significantly reduces the possibility of using this system in small business organizations. In large organizations, however, due to their size, it is necessary to take into account the lagging influence of various innovative activities on the company's performance [16]. In addition, a rapid change in business needs should cause a rapid change in the structure of business intelligence [15] to ensure its continuous evolution…”

Section: Introductionmentioning

confidence: 99%

Differences in Thinking Styles on the Perception of Business Analytics

Suslov¹,

Cheremuhin²,

Igoshin³

et al. 2020

Proceedings of the Russian Conference on Digital Economy and Knowledge Management (RuDEcK 2020)

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The research subject is business analytics or business intelligence (BI). The purpose of the research was to study the influence of the respondents' thinking styles on their perception of the impact of business analytics on other characteristics of the organization. On the basis of the questions developed by the authors in combination with the Russianlanguage adapted version of the questionnaire of thinking styles, the correlation of these factors was estimated, which allowed proving the assumption of this relationship. In particular, it was found that if a person is exposed to synthetic or pragmatic style of thinking, he higher he evaluates the degree of influence of business intelligence on the innovativeness of the organization, and if the person subject to the pragmatic style of thinking, it is lower than estimates the degree of influence of business intelligence on the dynamics of the organization. This analysis was carried out on 4 characteristics of the organization. The fact of the relationship established in the study opens up a significant problem field and is the main one for future research.

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Business intelligence and analytics use, innovation ambidexterity, and firm performance: A dynamic capabilities perspective

Cited by 132 publications

References 156 publications

The Impact of New Generation Management Approaches on the Firm Performance: The Moderating Role of Strategic Human Resource Management Applications

The Impact of New Generation Management Approaches on the Firm Performance: The Moderating Role of Strategic Human Resource Management Applications

Artificial Intelligence and Business Strategy towards Digital Transformation: A Research Agenda

Differences in Thinking Styles on the Perception of Business Analytics

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