دانلود رایگان مقاله انگلیسی فعال کردن عملکرد شرکت از طریق هوش کسب و کار و تجزیه و تحلیل - الزویر 2018

Abstract

This study draws on the sense-seize-transform view of dynamic capabilities as the theoretical lens for examining the role of BI&A in organizations. It views BI&A as the sensing and seizing components of dynamic capabilities that contribute to firm performance by enabling business process change. Findings confirm a positive relationship between BI&A and performance, mediated by business process change capabilities. This study answers the call for a theoretically grounded examination of the relationship between BI&A and firm performance by highlighting the significance of the BI&A seizing capabilities, and the importance of business process change in translating BI&A output into improved performance.

8. Conclusions

This study addresses a gap in the scholarly literature by establishing a theoretical framework for the role of BI&A in achieving firm performance that is grounded in an established strategic management theory. We argue that BI&A represents sensing and seizing components of organizational dynamic capabilities. As such, BI&A acts as an enabler of organizational transformations and thus contributes to improved organizational outcomes. The development of BI&A sensing and seizing capabilities relies on well-established managerial processes and sophisticated technical infrastructure. The conceptualization of BI&A as an essential component of dynamic capabilities helps explicate how BI&A contributes to improved organizational outcomes, answering the call for research on the organizational and strategic uses of BI&A and their impact on firm performance (Jourdan et al. 2008; Sharma et al. 2014). Building on the SST view of dynamic capabilities (Teece 2007), this study demonstrates how BI&A enables organizations to sense opportunities and threats and seize those occasions through improved decision making. Further, this research links the use of BI&A to improved organizational outcomes through the transformation of business processes, consistent with the view that the value of IT is derived from its impact on the value generating processes of the firm. Finally, this study demonstrates the relevance of BI&A success factors in extant research to the development of superior BI&A sensing and seizing capabilities. This study contributes to the existing research on BI&A, IS success and firm performance by empirically testing a model which integrates these theoretical perspectives. The results of this research enable both academicians and practitioners to a have a holistic, yet detailed, picture of the organizational impacts of BI&A. In the environment where many organizations reap less-than-satisfactory results from investments in BI&A (Kiron et al. 2011; Phan and Vogel 2010), we hope that this study may serve as normative guidance for practitioners seeking to increase the return on their BI&A investments.