Introduction

There isno commonly acceptedtermfor referring to internal and external intelligence required for business decision-making, we consider Business Intelligence (BI) as an umbrella term consisting of technologies and processes to deal with information to improve decision making (Wanda & Stian, 2015). BI is “both a process and a product.” The process is composed of methods that organizations use to develop useful information, or intelligence, that can help organizations survive and thrive. The product is information that will allow organizations to predict the behavior of their “competitors, suppliers, customers, technologies, acquisitions, markets, products and services, and the general business environment” with a degree of certainty. Business Intelligence (BI) is attracting attention because there is an increase in information availability through electronic means of acquisition, processing and communication that can be used as a basis for intelligence practices. Also,the context of great worldwide political and social change, increased global competition from new or more aggressive competition, and rapid technological changes (Nasri, 2012) requires improved information use. The growing uncertainty leads to increasing information processing activities within firms (Dishman & Calof, 2008). If not, the survival of firms may be at risk (Shollo, 2010). Startups work hard to achieve their space in the market and must perform to survive and grow. We must note that a small firm is not a scaled-down version of larger firms. There are differences in terms of their structures, resources available, management practices, environmental response and the way they compete in the market (Man, Lau, & Chan, 2002). In a strongly competitive, dynamic and volatile environment, firms must make the efforts to gather information to improve their decisions. This can be a challenge for every business but a more marked one to startups struggling in the market (Foster et al., 2015). This process can assist managers to maintain an effective fit with their environment and increase their firms’ performance (Zahra & Garvis, 2000; Zahra, Neubaum, & El-Hagrassey, 2002) The resource-based view (RBV) theory asserts that, to develop and maintain competitive advantages companies must use their physical, human, and organizational assets, both tangible and intangible (Lonial & Carter, 2015; Molina, Del Pino, & Rodriguez, 2004). An important notion of this theory is that firms controlling valuable and rare resources have the capacity to build a competitive advantage, moreover, if these resources are difficult to imitate or substitute (Wiklund & Shepherd, 2011). Complementary, the knowledge-based view (KBV) focuses on knowledge as the most valuable resource in the company (Villar, Alegre, & Pla-Barber, 2014). It builds upon the theoretical foundation of the RBV by viewing knowledge as the primary factor of production from which a firm can derive competitive advantage. BI is one of these assets because it can be used to obtain information, and, simultaneously, can contribute to increase the pool of knowledge available to managers. This is possible because of the processes involved in knowledge production are both of searching and recombination (Colombelli, Krafft, & Quatraro, 2013).