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Journal articles on the topic 'Business intelligence'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Quijada, Carlos Alfonso. "Business intelligence." Realidad Empresarial, no. 9 (July 24, 2020): 45–48. http://dx.doi.org/10.5377/reuca.v0i9.10068.

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Las empresas que implementen a tiempo procesos de business intelligence con el fin de transformar los datos en información valiosa para tomar mejores decisiones tendrán una ventaja sobre sus competidores. Y quienes hagan caso omiso de esta tendencia corren el riesgo de quedarse rezagados y de hasta quedar fuera del mercado en el mediano plazo. Realidad Empresarial No. 9, 2020: 45-48

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2

Pinto Ferreira, Antonio Augusto, Natalia Talan Freitas Alves, Silvio Francisco Morgon, and Solange Pereira dos Santos. "BUSINESS INTELLIGENCE." SITEFA - Simpósio de Tecnologia da Fatec Sertãozinho 3, no. 1 (2021): 268–74. http://dx.doi.org/10.33635/sitefa.v3i1.113.

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O conceito de Business Intelligence (BI) tem sido amplamente utilizado nas grandes empresas. São muitos os relatos de aumento de renda e redução de custos justificando o valor investido na implantação e manutenção das ferramentas e analistas necessários. Porém, a maior parte das empresas do Brasil é constituída por micro ou pequenas empresas e o conceito de BI não tem a mesma amplitude de utilização. Isso ocorre porque os recursos dessas empresas é limitado e o custo de um BI é alto. Utilizando a pesquisa bibliográfica e documental, este artigo mostra como as micro e pequenas empresas são cara

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3

Post, Gerald V., and Albert Kagan. "Business Intelligence." International Journal of Business Intelligence Research 3, no. 3 (2012): 16–28. http://dx.doi.org/10.4018/jbir.2012070102.

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Data mining and business intelligence tools have been adding features and gaining uses, and statistical tools developed for data mining tasks often require advanced knowledge and training to apply. Development of these selected tools requires tradeoffs in ease of use and power. This study asks users to evaluate the various tools and attributes to identify the relative value of the various components and provide direction for improvements and new tools. Evaluating multi-attribute software is a challenging task, and this study provides a method of evaluating the data and analyzing tradeoffs. A s

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4

Chamoni, Peter, and Markus Linden. "Business Intelligence." WiSt - Wirtschaftswissenschaftliches Studium 40, no. 6 (2011): 276–81. http://dx.doi.org/10.15358/0340-1650-2011-6-276.

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5

Chandrasekhar, S. "Business Intelligence." Asia Pacific Business Review 1, no. 1 (2005): 84–88. http://dx.doi.org/10.1177/097324700500100110.

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6

Grünwald, Markus, and Dirk Taubner. "Business Intelligence." Informatik-Spektrum 32, no. 5 (2009): 398–403. http://dx.doi.org/10.1007/s00287-009-0374-1.

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7

Herring, Jan P. "Business Intelligence." Journal of Business Strategy 14, no. 3 (1993): 10–12. http://dx.doi.org/10.1108/eb039552.

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8

Reinkemeyer, Lars, Markus Gallenberger, Marco Beria, Uwe Müller, and Tim Hahn. "Business Intelligence." Digitale Welt 3, no. 1 (2018): 44–52. http://dx.doi.org/10.1007/s42354-019-0149-z.

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9

Beck, Chris. "Business Intelligence." Manufacturing Management 2020, no. 1 (2020): 34–35. http://dx.doi.org/10.12968/s2514-9768(22)90109-7.

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10

G., Mahendran. "Business Intelligence." Shanlax International Journal of Commerce 7, S1 (2019): 261–62. https://doi.org/10.5281/zenodo.3451722.

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Business Intelligence systems combine operational data with analytic tools to present complex and competitive information to planners and decision-makers. Although business intelligence systems are widely used in industry, research about them is limited. Effective business intelligence systems must account for goal-oriented behavior and decision-makers.  

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11

Yermish, Ira, Virginia Miori, John Yi, Rashmi Malhotra, and Ronald Klimberg. "Business Plus Intelligence Plus Technology Equals Business Intelligence." International Journal of Business Intelligence Research 1, no. 1 (2010): 48–63. http://dx.doi.org/10.4018/jbir.2010071704.

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In this article the authors will show how the parallel developments of information technology at the operational business level and decision support concepts progressed through the decades of the twentieth century with only minimal success at strategic application. They will posit that the twin technological developments of the world-wide-web and very inexpensive mass storage provided the environment to facilitate the convergence of business operations and decision support into the strategic application of business intelligence.

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12

Becker, Wolfgang, Kristin Kollacks, and Patrick Ulrich. "ZP-Stichwort: Business Intelligence und Business Intelligence-Tools." Zeitschrift für Planung & Unternehmenssteuerung 21, no. 2 (2010): 223–32. http://dx.doi.org/10.1007/s00187-010-0091-6.

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13

Ahmed, Emad. "Utilization of Business Intelligence Tools among Business Intelligence Users." International Journal for Innovation Education and Research 9, no. 6 (2021): 237–53. http://dx.doi.org/10.31686/ijier.vol9.iss6.3172.

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The study was an investigation of the impact of perceived usefulness and perceived ease of use of business intelligence (BI) tools among users. The relationship between and among the dependent variable (utilization of BI tools) and the independent variables (perceived usefulness and perceived ease of use) was investigated through the lenses of technology acceptance model (TAM). Other objectives for the current research were to build a model to predict users’ utilization of the independent variables, and to generalize the results of the research to the IT population. Data for the current resear

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14

Ebule, Amejuma Emmanuel. "Business Intelligence and Artificial Intelligence for Sustainable Business Operations." International Journal of Scientific Research and Management (IJSRM) 13, no. 01 (2025): 1917–35. https://doi.org/10.18535/ijsrm/v13i01.ec05.

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In the modern business landscape, sustainability has become a fundamental goal for organizations, driven by growing environmental concerns, social responsibility, and the need for long-term profitability (Bocken et al., 2014). Companies are under increasing pressure to reduce their environmental footprint, optimize resources, and improve operational efficiency, all while maintaining competitiveness. Business Intelligence (BI) and Artificial Intelligence (AI) have emerged as key technologies in this transition, offering organizations the ability to make data-driven decisions that promote sustai

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15

Ortiz, Gustavo A. "Business Intelligence or Intelligent Business?" Computer Science and Information Technology 2, no. 4 (2014): 192–96. http://dx.doi.org/10.13189/csit.2014.020402.

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16

Ranjan, Jayanthi. "Business justification with business intelligence." VINE 38, no. 4 (2008): 461–75. http://dx.doi.org/10.1108/03055720810917714.

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17

Ereth, Julian, and Hans-Georg Kemper. "Business Analytics und Business Intelligence." Controlling 28, no. 8-9 (2016): 458–64. http://dx.doi.org/10.15358/0935-0381-2016-8-9-458.

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18

Kejriwal, Mudit. "Review on Business Intelligence Tools." International Journal of Psychosocial Rehabilitation 24, no. 1 (2020): 1770–74. http://dx.doi.org/10.37200/ijpr/v24i1/pr200277.

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19

Mungara, Pranay. "The Future of Business Intelligence." International Journal of Science and Research (IJSR) 11, no. 5 (2022): 2103–10. http://dx.doi.org/10.21275/sr24531132314.

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20

Mashingaidze, Sivave. "Harmonizing intelligence terminologies in business: Literature review." Journal of Governance and Regulation 3, no. 4 (2014): 156–62. http://dx.doi.org/10.22495/jgr_v3_i4_c1_p8.

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The principal objective of this article is to do a literature review of different intelligence terminology with the aim of establishing the common attributes and differences, and to propose a universal and comprehensive definition of intelligence for common understanding amongst users. The findings showed that Competitive Intelligence has the broadest scope of intelligence activities covering the whole external operating environment of the company and targeting all levels of decision-making for instance; strategic intelligence, tactical intelligence and operative intelligence. Another terminol

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21

Logunova, Inna. "NAVIGATING BUSINESS INTELLIGENCE TOOLS: STRATEGIES TO DRIVE BUSINESS GROWTH." American Journal of Engineering and Technology 6, no. 10 (2024): 126–33. http://dx.doi.org/10.37547/tajet/volume06issue10-14.

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This study explores the evolution and current state of business intelligence (BI) tools and their strategic role in driving business growth. The research utilizes a combination of market analysis, industry case studies, and theoretical frameworks, including the DIKW hierarchy and Resource-Based View, to examine BI adoption trends. The results highlight the importance of data quality, cross-functional collaboration, and user adoption in maximizing BI effectiveness. Key findings indicate that cloud-based and self-service BI tools significantly improve data-driven decision-making, while challenge

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Logunova, Inna. "NAVIGATING BUSINESS INTELLIGENCE TOOLS: STRATEGIES TO DRIVE BUSINESS GROWTH." American Journal of Engineering and Technology 06, no. 10 (2024): 126–33. http://dx.doi.org/10.37547/tajet/volume06issue10-14a.

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This study explores the evolution and current state of business intelligence (BI) tools and their strategic role in driving business growth. The research utilizes a combination of market analysis, industry case studies, and theoretical frameworks, including the DIKW hierarchy and Resource-Based View, to examine BI adoption trends. The results highlight the importance of data quality, cross-functional collaboration, and user adoption in maximizing BI effectiveness. Key findings indicate that cloud-based and self-service BI tools significantly improve data-driven decision-making, while challenge

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23

ElMalah, Khaled, and Mona Nasr. "Cloud Business Intelligence." International Journal of Advanced Networking Applications 10, no. 06 (2019): 4120–24. http://dx.doi.org/10.35444/ijana.2019.100612.

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24

Chugh, Ritesh, and Srimannarayana Grandhi. "Why Business Intelligence?" International Journal of E-Entrepreneurship and Innovation 4, no. 2 (2013): 1–14. http://dx.doi.org/10.4018/ijeei.2013040101.

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Business Intelligence (BI) is one of the fastest growing software sector and software vendors are rapidly developing multiple BI tools to support the growing data analysis needs of organisations. In order to be sustainable in a briskly changing turbulent environment, organisations need to have access to information about their operational performance. BI tools play a vital role in supporting the decision makers at different organisational levels. As these tools are becoming critical in decision making, it has become not only an information technology concern but also a management concern. With

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25

Hawking, Paul, and Carmine Sellitto. "Business Intelligence Strategy." International Journal of Enterprise Information Systems 11, no. 1 (2015): 1–12. http://dx.doi.org/10.4018/ijeis.2015010101.

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Although Business Intelligence is seen as priority by many companies, the level of benefits achieved varies significantly between firms. Researchers have indicated that not having an effective Business Intelligence strategy is a significant issue in regards to trying to realize organizational benefits. This paper adopting a case study method investigates an Australian energy company's Business Intelligence adoption and the development of a Business Intelligence strategy that directly informed the firm's information needs. The important elements of this strategy included using a set of guiding

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26

Bimonte, Sandro, Michel Schneider, and Omar Boussaid. "Business Intelligence Indicators." International Journal of Data Warehousing and Mining 12, no. 4 (2016): 75–98. http://dx.doi.org/10.4018/ijdwm.2016100104.

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Nowadays, more and more data are available for decisional analysis and decision-making based on different indicators. Although different decision-making technologies have been developed, the authors note the lack of a conceptual framework for the definition and implementation of these indicators. In this paper, they propose a first classification of these indicators. Furthermore, motivated by the need for formalism for the definition of these indicators at a conceptual level, they present the Business Intelligence Indicators (BI2) UML profile to represent indicators for OLAP, OLTP and streamin

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27

Cravens, David W., William L. Sammon, Mark A. Kurland, and Robert Spitalnic. "Business Competitor Intelligence." Journal of Marketing 50, no. 1 (1986): 121. http://dx.doi.org/10.2307/1251284.

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28

Miller, Dorothy. "Improving Business Intelligence." International Journal of Business Intelligence Research 1, no. 4 (2010): 47–62. http://dx.doi.org/10.4018/jbir.2010100103.

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Business Intelligence has never been examined with the same rigor as demanded for any other organization investments. Although global investment in Business Intelligence has reached over 6 billion dollars, business managers continue to follow tradition and leave the management of business intelligence to the technocrats. In this paper, the author proposes that a critical need exists to apply the same six sigma methods, which have worked for the rest of the organization to business intelligence operations and products. This proven structured approach, including the associated rigor and metrics,

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29

Mendoza, Rubén A. "Business Intelligence 2.0." International Journal of Business Intelligence Research 1, no. 4 (2010): 63–76. http://dx.doi.org/10.4018/jbir.2010100104.

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Business Intelligence 2.0 is an umbrella term used to refer to a collection of tools that help organizations extend their BI capabilities using Internet platforms. BI 2.0 tools can enable the automatic discovery of distributed software services and data stores, greatly increasing the range of market options for an organization. The development cycle for these tools is still in its early stage, and much work remains. However, some technologies and standards are already well understood in order to make a significant impact. This paper provides an overview of the eXtensible Markup Language (XML)

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30

Ask, Urban. "Business Intelligence Practices." International Journal of Business Intelligence Research 4, no. 2 (2013): 1–18. http://dx.doi.org/10.4018/jbir.2013040101.

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There is considerate interest in Business Intelligence (BI) from many perspectives, but little research describing design and use of BI in real companies is available (Granlund, 2011; Jourdan, Rainer & Marshall, 2008). The aim of this article is to add empirical evidence to the knowledge of BI practices, addressing calls for research. BI practices are reported from 193 large Nordic organizations with the aim to give a broad perspective. Nordic organizations are seen as early movers in the adoption of technology (Beise, 2004) and receptive to adopt innovations (Waarts & Van Everdingen,

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31

Brodzinski, James, Elaine Crable, Thilini Ariyachandra, and Mark Frolick. "Mobile Business Intelligence." International Journal of Business Intelligence Research 4, no. 2 (2013): 54–66. http://dx.doi.org/10.4018/jbir.2013040104.

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Demand for business intelligence (BI) applications continues to grow at a rapid pace. Business intelligence via mobile devices is the latest frontier to drive demand among organizations interested in BI applications. However, mobile BI is still in its infancy. There are many opportunities to advance the way users use and interact with BI applications using mobile BI. Nevertheless, there are many challenges and issues that still require attention to attain mobile BI success. This paper highlights the state of mobile BI solutions and strategies to consider during a mobile BI implementation. It a

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32

Tofan, Dragoş Ovidiu. "Business Intelligence Security." Review of Economic and Business Studies 9, no. 1 (2016): 157–69. http://dx.doi.org/10.1515/rebs-2016-0030.

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AbstractExcess information characteristic to the current environment leads to the need for a change of the organizations’ perspective and strategy not only through the raw data processing, but also in terms of existing applications generating new information. The overwhelming evolution of digital technologies and web changes led to the adoption of new and adapted internal policies and the emergence of regulations at level of governments or different social organisms. Information security risks arising from the current dynamics demand fast solutions linked to hardware, software and also to educ

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33

Grigori, Daniela, Fabio Casati, Malu Castellanos, Umeshwar Dayal, Mehmet Sayal, and Ming-Chien Shan. "Business Process Intelligence." Computers in Industry 53, no. 3 (2004): 321–43. http://dx.doi.org/10.1016/j.compind.2003.10.007.

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34

Pal, Sujoy, and Rajanish Dass. "Pervasive Business Intelligence." International Journal of Advanced Pervasive and Ubiquitous Computing 2, no. 4 (2010): 63–77. http://dx.doi.org/10.4018/ijapuc.2010100104.

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35

McBride, Neil. "Virtuous Business Intelligence." International Journal of Business Intelligence Research 6, no. 2 (2015): 1–17. http://dx.doi.org/10.4018/ijbir.2015070101.

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This paper examines three approaches to ethics and focuses on the development of character and the practice of virtue in business intelligence (BI). The paper describes BI as a tool for mediating the relationships between pairs of stakeholders such as management and customer. Three aspects of the relationship which benefit ethically from the practice of virtues are discussed: the purpose of the BI, the prejudices behind the BI and the power of the stakeholders. The connection between the ethics of BI and the corporate ethics is discussed. Without the practice of virtues, BI may be recruited to

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36

Hawking, Paul, and Carmine Sellitto. "Business Intelligence Strategy." International Journal of Business Intelligence Research 8, no. 2 (2017): 17–30. http://dx.doi.org/10.4018/ijbir.2017070102.

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Business Intelligence has been adopted across numerous industry sectors where the commensurate benefits have been reported as being significant to those that fall short of expectations. Indeed, an effective strategy that aligns company objectives and Business Intelligence has been shown to be an important factor in firm realizing organizational benefits. Using a case study approach, the paper documents the key aspects of two companies' Business Intelligence strategy that directly enhanced informational requirements. The paper presents a novel description of Business Intelligence strategies tha

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37

Kemper, Hans-Georg. "Business Intelligence – BI." Controlling 14, no. 11 (2002): 665–66. http://dx.doi.org/10.15358/0935-0381-2002-11-665.

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38

Cochran, Henry T. "Strategic business intelligence." Competitive Intelligence Review 2, no. 1 (1991): 20–21. http://dx.doi.org/10.1002/cir.3880020111.

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39

Somi, Subash. "Business intelligence efficiency." International Journal of Engineering in Computer Science 1, no. 1 (2019): 36–40. http://dx.doi.org/10.33545/26633582.2019.v1.i1a.9.

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40

Al-khateeb, Bilal Ahmad Ali. "Business Intelligence (BI)." International Journal of Asian Business and Information Management 15, no. 1 (2024): 1–15. http://dx.doi.org/10.4018/ijabim.340387.

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Generally, BI plays a very significant role in promoting the success of any organization, particularly the universities; however, not all BI projects have been implemented successfully by the universities across the word, suggesting that only a few universities appear to have faith in BI as strategy for success and sustainability particularly in this era where data speak. As a result, this study attempts to establish the relationship between BI and university sustainability and success. Therefore, the major objective of the study is to find an empirical link between BI and university sustainab

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41

Hawking, Paul. "Business Intelligence Excellence: A Company’s Journey to Business Intelligence Maturity." International Journal of Technology, Knowledge, and Society 8, no. 2 (2012): 91–100. http://dx.doi.org/10.18848/1832-3669/cgp/v08i02/56274.

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42

Ranjan, Jayanthi. "Traditional Business Intelligence vis-a-vis real-time Business Intelligence." International Journal of Information and Communication Technology 1, no. 3/4 (2008): 298. http://dx.doi.org/10.1504/ijict.2008.024004.

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43

Jordan, John, and Clive Ellen. "Business need, data and business intelligence." Journal of Digital Asset Management 5, no. 1 (2009): 10–20. http://dx.doi.org/10.1057/dam.2008.53.

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44

Viaene, Stijn. "Linking Business Intelligence into Your Business." IT Professional 10, no. 6 (2008): 28–34. http://dx.doi.org/10.1109/mitp.2008.128.

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45

x, ShwetaMeshram, Kalpana Dhende, and Dipti Belsare. "Business Intelligence Open Source Tools: Review." International Journal of Scientific Engineering and Research 6, no. 10 (2018): 67–69. https://doi.org/10.70729/ijser18333.

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46

Grothe, Martin. "Collaborative Intelligence Verbindet Business Intelligence und Wissensmanagement." Controlling und Management 47, no. 2 (2003): 102–6. http://dx.doi.org/10.1007/bf03254161.

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47

Ernanto, Frenda. "PEMANFAATAN BUSINESS INTELLIGENCE SIMPONI DALAM MEMONITOR REALISASI PENERIMAAN NEGARA BUKAN PAJAK." JURNAL MANAJEMEN KEUANGAN PUBLIK 2, no. 1 (2018): 47–55. http://dx.doi.org/10.31092/jmkp.v2i1.205.

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Business Intelligence development based on Sistem Informasi PNBP Online (SIMPONI) database offers several advantages, especially in fast and easy monitoring of Non-Tax Revenue realization. This study aims to elaborate the importance of Business Intelligence and its data accuracy compared to Ministry/Agency report of Non-Tax Revenue. The result finds that Business Intelligence is a powerfull tool in presenting Non-Tax Revenue data. However, if there are some corrections in the revenue data, the Business Intelligence data must be adjusted to maintain its accuracy. Pengembangan Business Intellige

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48

Zhao, Yifan. "Transformation of Business Analytics from Business Intelligence." E3S Web of Conferences 253 (2021): 03013. http://dx.doi.org/10.1051/e3sconf/202125303013.

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With the development of economy, numerous techniques, tools, and concepts have appeared to fit the intensive and competitive market. Especially for some enterprises in retail industry, they face the problem of digital transformation, which requires advanced organizational strategies, business analytics technology, dynamic capabilities, value-creating actions to help solve the problem. This paper analyzes the real cases of digital transformation in some Chinese enterprises to show how business intelligence gradually developed into business analysis and how it creates value to the business. Real

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49

Tavera Romero, Carlos Andrés, Jesús Hamilton Ortiz, Osamah Ibrahim Khalaf, and Andrea Ríos Prado. "Business Intelligence: Business Evolution after Industry 4.0." Sustainability 13, no. 18 (2021): 10026. http://dx.doi.org/10.3390/su131810026.

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Industry 4.0 is a set of technologies that companies require to promote innovation strategies and obtain a rapid response in dynamic markets. It focuses mainly on interconnectivity, digital technology, predictive analytics and machine learning to revolutionize the way companies operate and develop. Therefore, this article proposes and motivates the implementation of Industry 4.0 in organizations. Studying the state of the art and reviewing the current situation of business intelligence (BI) technology, the way it has positively impacted organizations at the economic and business level in terms

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50

Chen, Xiaofeng, and Keng Siau. "Business Analytics/Business Intelligence and IT Infrastructure." Journal of Organizational and End User Computing 32, no. 4 (2020): 138–61. http://dx.doi.org/10.4018/joeuc.2020100107.

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This is an empirical research investigating the impact of business analytics (BA) and business intelligence (BI) use, IT infrastructure flexibility, and their interactions on organizational agility. Synthesizing the systems theory and awareness-motivation-capability framework, the authors propose that BA-Use, IT infrastructure flexibility, and their interactions significantly influence organizational agility. The results show the significant association of BA use and IT infrastructure flexibility with organizational agility. The results also suggest that BA use may demand corporations to build

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