The role of compatibility in predicting business intelligence and analytics use intentions

Jaklič, Jurij; Grublješič, Tanja; Popovič, Aleš

doi:10.1016/j.ijinfomgt.2018.08.017

Cited by 69 publications

(54 citation statements)

References 69 publications

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“…Three main practices, including analysing prior data, monitoring present activities and predicting the future, should be high priorities (Viaene & Van den Bunder, 2011). On this basis, companies must maintain a process of preparing and adopting a supportive environment for appropriate decision-making (Delen & Demirkan, 2013;Jaklič, Grublješič, & Popovič, 2018;Rouhani, Ashrafi, Ravasan, & Afshari, 2018;Stieglitz, Mirbabaie, Ross, & Neuberger, 2018).…”

Section: Agilitymentioning

confidence: 99%

The role of business analytics capabilities in bolstering firms’ agility and performance

Ashrafi

Ravasan

Trkman

et al. 2019

International Journal of Information Management

261

224

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Many companies invest considerable resources in developing Business Analytics (BA) capabilities to improve their performance. BA can affect performance in many different ways. This paper analyses how BA capabilities affect firms' agility through information quality and innovative capability. Furthermore, it studies the moderating role of environmental turbulence, both technological and in the market. The proposed model was tested using statistical data from 154 firms with two respondents (CEO and CIO) from each firm. The data were analysed using Partial Least Squares (PLS)/Structured Equation Modelling (SEM). Our results indicate that BA capabilities strongly impact a firm's agility through an increase in information quality and innovative capability. We also discuss that both market and technological turbulence moderate the influence of firms' agility on firms' performance. 1. Introduction Business analytics (BA) are overhauling the way firms are generating and using data (Ramanathan, Philpott, Duan, & Cao, 2017). They attracted increasing attention from both academics and practitioners for their high operational and strategic potential across various industries, including financial services, insurance, retail, healthcare and manufacturing (Dubey, Gunasekaran, Childe, Wamba, & Papadopoulos, 2016; Fosso Wamba, Ngai, Riggins, & Akter, 2017). BA can be defined as a holistic approach to manage, process and analyse data, not only to create actionable insights (adapted from Fosso Wamba, Akter, Edwards, Chopin, and Gnanzou, (2015)) but also to enable organisations to predict changes based on market requirements and respond to them quickly (Işık, Jones, & Sidorova, 2013). BA systems involve the use of capabilities and technologies to collect, transform, analyse and interpret data to support decision-making (Santiago Rivera & Shanks, 2015). BA are known as 'competitive differentiators (Jeble et al., 2018),' and both professional press and academic research consistently demonstrate a positive relationship between BA and or

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Section: Agilitymentioning

confidence: 99%

The role of business analytics capabilities in bolstering firms’ agility and performance

Ashrafi

Ravasan

Trkman

et al. 2019

International Journal of Information Management

261

224

View full text Add to dashboard Cite

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“…Compatibility refers to the degree of perception about that new technology is accordant with the individual's values, experiences, and needs (Ozturk, Bilgihan, Nusair, & Okumus, 2016). Namely, it is composed of perceptions about the suitability of a certain technology with individual's needs and lifestyle (Jaklič, Grublješič, & Popovič, 2018). When individuals are confronted with new technology, they can pass judgment on it according to their perception about that this new technology is whether compatible with their needs, lifestyles and experiences or not (Cheng, 2015).…”

Section: Compatibilitymentioning

confidence: 99%

Exploring the determinants of intention to use self-checkout systems in super market chain and its application

Cebeci¹,

Ertug²,

Türkcan³

2020

10.5267/j.msl

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Technology and innovativeness have played an important role in service industries because of the competitive state, especially in developing countries. While using innovative technologies such as self-checkouts in stores is seen as advantageous in many aspects for retailers, if customers cannot adopt it, the usage of in stores becomes disadvantageous. However, the literature offers limited knowledge about the customers' adoption of self-checkouts in spite of its value for the survival of firms. Therefore, understanding what factors affect individuals' intention to use self-checkout systems has been a need for both practitioners and researchers. This study aims to spot out the determinants of intention to use self-checkout systems in a supermarket chain. In this regard, this study employs the technology acceptance model (TAM) to which the constructs technology anxiety, technology self-efficacy, compatibility, and knowledge are incorporated into the original model. The results of the analysis of the data (N=281) reveals that: (i) technology self-efficacy and knowledge are positively related to two beliefs, perceived ease of use and perceived usefulness, (ii) compatibility is positively associated with perceived usefulness, (iii) perceived usefulness is positively related to attitude, and (iv) attitude is positively associated with intention to use.

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“…Further, this study has also attempted to answer the question of how BI maturity affects organizational performance (Audzeyeva and Hudson, 2016;Popovič et al, 2012;Jaklič et al, 2018). The influence of BI on OP is usually analyzed through the BI value chain (Trieu, 2017), which represents the process of deriving value from information and information from data (Larson and Chang, 2016).…”

Section: Discussionmentioning

confidence: 99%

“…Decision-making based on BI use is valuable for organizations that have the ultimate goal of increasing their organizational performance (Audzeyeva and Hudson, 2016;Olszak, 2016;Teoh et al, 2014;Kiron et al, 2014). Still, studies by Audzeyeva and Hudson (2016), Popovič et al (2012) and Jaklič et al (2018) show this promise is only realized when the information provided by BI is readily used to improve decision-making and, in turn, business processes, products, services, innovation, and agility. Accordingly, it is recognized that BI only plays the role of an enablerfacilitating the organization's making of better decisions based on the information (Larson and Chang, 2016).…”

Section: Introductionmentioning

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 role of compatibility in predicting business intelligence and analytics use intentions

Cited by 69 publications

References 69 publications

The role of business analytics capabilities in bolstering firms’ agility and performance

The role of business analytics capabilities in bolstering firms’ agility and performance

Exploring the determinants of intention to use self-checkout systems in super market chain and its application

Business intelligence and organizational performance

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