مقاله انگلیسی رایگان در مورد فعال کردن عملکرد شرکت از طریق هوش کسب و کار – الزویر 2018

As organizations strive for financial success in a world of rapid change and creative destruction, many invest in information technologies (IT) that promise improved performance through better informed decision making and faster action. Business intelligence and analytics (BI&A) is an umbrella term that refers to information systems that transform raw data into meaningful information and help reduce uncertainty in decision making (Clark et al. 2007). Business has embraced the promise of BI&A-enabled performance improvement by making BI&A a strategic priority, and is investing heavily in the underlying technologies. In fact, among all IT investments since 2009, BI&A represents the largest single expenditure by organizations (Kappelman et al. 2017). Furthermore, a recent research report conducted by MIT indicates that BI&A continues to be a strong source of improved business performance (Ransbotham and Kiron 2017). Despite the significant interest in these systems, organizations often realize differential benefits when implementing them. Scholarly investigations of BI&A use among practitioners report inconsistencies in the relationship between BI&A and firm performance. Although some report significant financial gains (Watson et al. 2006; Wixom et al. 2008), others have failed to fully realize the anticipated benefits (Phan and Vogel 2010). Some organizations actually report a decline in competitive performance after implementing BI&A (Kiron et al. 2011). Unfortunately for practitioners seeking to maximize the return on their BI&A investments, the academic literature offers little normative guidance on the most appropriate and advantageous uses of BI&A. This can be largely attributed to gaps in our theoretical understanding of the mechanisms through which BI&A capabilities enable organizational benefits. Despite the fact that practitioners recognize the strategic importance of BI&A (Kiron et al. 2011) and the term competitive advantage features prominently in BI&A research (Chen et al. 2012), no commonly accepted theoretical explanation of the link between BI&A and organizational performance has emerged. Much of the research about the link between BI&A and firm performance is atheoretical and exploratory in nature (Jourdan et al. 2008; Sharma et al. 2014). Several theory-based explanations, however, have been proposed based upon the IS success model (Wixom and Todd 2005; Wixom and Watson 2001), the resource based view (RBV) of the firm and its derivatives (Elbashir et al. 2008), information processing theory (Isik et al. 2013) and the dynamic capabilities perspective (Elbashir et al. 2013; Seddon et al. 2017). Of these, we argue that the dynamic capabilities perspective is the most promising in explaining how BI&A operates within organizations and the mechanism by which BI&A contributes to firm performance.