Towards business intelligence systems success: Effects of maturity and culture on analytical decision making

Popovič, Aleš; Hackney, Ray; Coelho, Pedro SimíEs; Jaklič, Jurij

doi:10.1016/j.dss.2012.08.017

Cited by 310 publications

(289 citation statements)

References 61 publications

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“…Quality data is also an indicator of firms' analytical maturity (Popovic et al 2012). This study finds that accurate manufacturing data can increase the quality of manufacturing planning.…”

Section: Discussionmentioning

confidence: 99%

“…For example, the impact of information content quality and information access quality on the use of information in business processes is contingent upon analytical decision-making culture, which is a moderator (Popovic et al 2012). Similarly, the higher IS support and business process orientations in an organization, the stronger the impact of analytics on organizational performance (Trkman et al 2010).…”

Section: Research Modelmentioning

confidence: 99%

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The impact of advanced analytics and data accuracy on operational performance: A contingent resource based theory (RBT) perspective

Chae

Yang

Olson³

et al. 2014

Decision Support Systems

160

100

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This study is interested in the impact of two specific business analytic (BA) resourcesaccurate manufacturing data and advanced analytics-on a firms' operational performance. The use of advanced analytics, such as mathematical optimization techniques, and the importance of manufacturing data accuracy have long been recognized as potential organizational resources or assets for improving the quality of manufacturing planning and control and of a firms' overall operational performance. This research adopted a contingent resource based theory (RBT), suggesting that the moderating and mediating role of fact-based SCM initiatives as complementary resources. This research proposition was tested using Global Manufacturing Research Group (GMRG) survey data and was analyzed using partial least squares/structured equation modeling. The research findings shed light on the critical role of fact-based SCM initiatives as complementary resources, which moderate the impact of data accuracy on manufacturing planning quality and mediate the impact of advanced analytics on operational performance. The implication is that the impact of business analytics for manufacturing is contingent on contexts, specifically, the use of fact-based SCM initiatives such as TQM, JIT, and statistical process control. Moreover, in order for manufacturers to take advantage of the use of data and analytics for better operational performance, complementary resources such as factbased SCM initiatives must be combined with BA initiatives focusing on data quality and advanced analytics.

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“…Quality data is also an indicator of firms' analytical maturity (Popovic et al 2012). This study finds that accurate manufacturing data can increase the quality of manufacturing planning.…”

Section: Discussionmentioning

confidence: 99%

Section: Research Modelmentioning

confidence: 99%

The impact of advanced analytics and data accuracy on operational performance: A contingent resource based theory (RBT) perspective

Chae

Yang

Olson³

et al. 2014

Decision Support Systems

160

100

View full text Add to dashboard Cite

show abstract

“…doi: 10.18334/lim.2.2.598 103 В предпринимательской деятельности необдуманные и необоснованные решения руководства могут стать причиной финансовых потерь и банкротства предприятия. От того, насколько своевременными, рациональными и эффективными будут принимаемые решения, напрямую зависит конкурентоспособность, успешное функционирование и развитие предприятия (Вешнякова, 2006;Горшкова, 2011;Коваль, 2012;Негреева, Алексашкин, Третьяков, 2014;Citroen, 2011;Mihaela, 2015;Popovič, Hackney, Coelho, et al, 2012;Smyth, Lecoeuvre, 2015).…”

Section: об авторахunclassified

Технология Принятия Управленческих Решений В Теории И Практике Менеджмента

Харасова¹,

Блаженкова²

2015

Leadership and Management

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Nowadays, there is no single technology of the decision-making process as every manager has his/her own individual technology for development and taking managerial decisions. Depending on the level of their complexity, the number of stages and the duration of its development change. It mainly depends on those who have taken part in their preparation, but the main role is played by personal features of the managers depending on which they diagnoze emergence and gravity of the managerial issue in different manners. The authors have drawn up the conclusion that managerial decision-making technology is not only professional performance of managerial functions and security for achievement of set goals but also the center link in theory and practice of management. KEYWORDSbusiness activity, managerial decision, management, management methods, managerial decision-making technology CITATION

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“…Commonly used BIS include data, text and web mining, data warehousing and visualizationbased tools (Chau et al, 2007;Chung et al, 2005;Popovič et al, 2012;Wang and Wang, 2008;). External information for BI is usually acquired from competitors, customers and the business environment via interviews, news reports, patent data and the Internet (Li et al, 2007;Shih et al, 2010;Tekic et al, 2012).…”

Section: Conceptual Backgrounds Of Business Intelligence and Relevantmentioning

confidence: 99%

“…The literature refers to business intelligence (BI) in a simplified way as a systematic process whereby firms gather, analyse and utilise information in their decision-making processes and to business intelligence systems (BIS) as an integrated set of tools, technologies and program products utilised to collect, integrate, analyse and disseminate data Popovič et al, 2012;Wixom and Watson, 2012). Information and data sources can be internal (information concerning the firm's performance) or external (Pirttimäki, 2004).…”

Section: Introductionmentioning

confidence: 99%

Business intelligence and the role of external information in small- and medium-sized enterprises of the Finnish marine industry

Makkonen

Saurama

2013

IJIRD

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Services at the Centre for Maritime Studies, University of Turku. He has acquired extensive experience and knowledge of the marine industry through numerous research projects with which he has been involved. This is an AbstractThe availability of external data sources and information for firms has expanded in recent decades. At the same time, the importance of business intelligence (BI) in the competition between firms has been increasingly highlighted. This competition poses challenges, however, especially for small-and medium-sized enterprises (SMEs). The purpose of this paper is to delineate a general picture of the conditions of the role of external information in BI as it applies to SMEs in the Finnish marine industry. According to the results, the use of external information in BI was generally occasional and unsystematic. This was due to time and resource limitations to be allocated for BI. However, the interest in developing BI processes is evident. Thus, this study puts forward development proposals that promise to help SMEs enhance and rationalise their BI processes, according to the development targets that they have identified.

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Towards business intelligence systems success: Effects of maturity and culture on analytical decision making

Cited by 310 publications

References 61 publications

The impact of advanced analytics and data accuracy on operational performance: A contingent resource based theory (RBT) perspective

The impact of advanced analytics and data accuracy on operational performance: A contingent resource based theory (RBT) perspective

Технология Принятия Управленческих Решений В Теории И Практике Менеджмента

Business intelligence and the role of external information in small- and medium-sized enterprises of the Finnish marine industry

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