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Journal articles on the topic 'Strategie Business Intelligence'

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Published: 4 June 2021
Last updated: 1 February 2022

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1

Knoll, Matthias. "Rezension „Von der Strategie zum Business Intelligence Competency Center (BICC)“." HMD Praxis der Wirtschaftsinformatik 53, no. 3 (January 29, 2016): 404–5. http://dx.doi.org/10.1365/s40702-016-0208-y.

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2

Bley, Christopher, Alexander Giesel, Uwe Munk, and Franca Ruhwedel. "Big Data & Co." Controlling 33, no. 1 (2021): 58–66. http://dx.doi.org/10.15358/0935-0381-2021-1-58.

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Die Einführung von auf „Big Data“ basierenden Business Intelligence-Lösungen greift tief in Prozessabläufe und Organisationsstrukturen ein und stellt das Controlling vor große Herausforderungen. Wissen über die IT-Strategie, die IT-Architektur und die Leistungsfähigkeit von Softwarelösungen ist erforderlich, damit der Controller den Implementierungsprozess als „Business Partner“ maßgeblich mitgestalten kann.
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3

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 terminology was found called Cyber IntelligenceTM which encompasses competitor intelligence, strategic intelligence, market intelligence and counterintelligence. In conclusion although CI has the broadest scope of intelligence and umbrella to many intelligence concepts, still Business Intelligence, and Corporate Intelligence are often used interchangeably as CI.
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4

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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Pranawukir, Iswahyu, and Agus Hitopa Sukma. "Strategi Corporate Social Responsibility Dompet Dhuafa dalam Membangun Brand Differentiation Lembaga." Jurnal Inovasi Ilmu Sosial dan Politik (JISoP) 3, no. 1 (April 6, 2021): 22. http://dx.doi.org/10.33474/jisop.v3i1.9000.

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The research aims to determine the Dompet Dhuafa Foundation's CSR strategy in building brand differentiation through the establishment of the Smart Ekselensia Republika school. It also concerns the dynamics of the Dompet Dhuafa Foundation's business paradigm which focuses on CSR programs to form brand differentiation. This type of research is case study with a qualitative descriptive method. It aims to describe the establishment of a school accompanied by an explanation of the process of occurrence, development and changes in various aspects of the dynamics of its CSR. Thus, there are peculiarities of cases which the researcher describes descriptively based on dynamic and contextual chronology. The results showed that the Dompet Dhuafa Foundation's CSR strategy in building brand differentiation is based on social awareness, that business contributions are social benefits; economic awareness, that the maximum profit from business is the maximum benefit in increasing charity in society; and legal awareness, that justice efforts that have been criticized by the pudblic can be maximally fulfilled because the efforts being carried out have a segment of the dhuafa. Differentiation is an achievement that combines the shared value business context in the three intelligences. Intellectual intelligence is proven in the provision of education, emotional intelligence by building social service businesses for the poor, as well as spiritual intelligence with the principles of trust, worship and Islam. So, business differentiation is a business that presents God in its operations.
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Alnoukari, Mouhib, Rakan Razouk, and Abdullatif Hanano. "BSC-SI, A Framework for Integrating Strategic Intelligence in Corporate Strategic Management." International Journal of Strategic Information Technology and Applications 7, no. 1 (January 2016): 32–44. http://dx.doi.org/10.4018/ijsita.2016010103.

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Integration of Strategic Intelligence with corporate strategic management is becoming of vital importance for modern and flexible organizations in the last few years. The main achievement of this integration is to help decision makers to systemically implement their corporate strategies, adapt easily to changes in the environment, and gain competitive advantages. This manuscript per the authors will extend the studies in this domain, and clarify the relationships between Business Intelligence, Competitive Intelligence with Strategic Intelligence. It will also explain the impact of Business Intelligence on Corporate Performance Management, Operational Business Process, Competitive Intelligence, and Strategic Intelligence. Finally, it will explain the new proposed framework BSC-SI that can facilitate the integration of Strategic Intelligence with Balanced Scorecard methodology.
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Alnoukari, Mouhib, Rakan Razouk, and Abdullatif Hanano. "BSC-SI." International Journal of Social and Organizational Dynamics in IT 5, no. 2 (July 2016): 1–14. http://dx.doi.org/10.4018/ijsodit.2016070101.

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Integration of Strategic Intelligence with corporate strategic management is becoming of vital importance for modern and flexible organizations in the last few years. The main achievement of this integration is to help decision makers to implement systemically their corporate strategies, adapt easily to changes in the environment, and gain competitive advantages. In this article, the authors will extend the studies in this domain, and clarify the relationships between Business Intelligence, Competitive Intelligence with Strategic Intelligence. They will also explain the impact of Business Intelligence on Corporate Performance Management, Operational Business Process, Competitive Intelligence, and Strategic Intelligence. Finally, the authors will explain the new proposed framework BSC-SI that can facilitate the integration of Strategic Intelligence with Balanced Scorecard methodology.
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8

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 (January 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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9

Cronin, Blaise. "Strategic intelligence and networked business." Journal of Information Science 26, no. 3 (June 2000): 133–38. http://dx.doi.org/10.1177/016555150002600302.

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10

Purity.U., Ndubuisi-Okolo, Anekwe Rita Ifeoma., and Theresa Anigbogu. "The Effect of Strategic Intelligence on Business Success in Selected Commercial Banks in South-East, Nigeria." International Journal of Trend in Scientific Research and Development Volume-1, Issue-6 (October 31, 2017): 87–98. http://dx.doi.org/10.31142/ijtsrd2502.

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11

Lim, Yu Yin, and Ai Ping Teoh. "Realizing the strategic impact of business intelligence utilization." Strategic Direction 36, no. 4 (March 2, 2020): 7–9. http://dx.doi.org/10.1108/sd-09-2019-0184.

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Purpose This paper posits that business intelligence (BI) utilization is a strategic resource that significantly impacts the business sustainability of Public Listed Companies (PLCs) listed on Bursa Malaysia. Design/methodology/approach This paper presents a systematic review of the concepts related to business intelligence utilization. Then, the issues of PLCs business sustainability in Malaysia are reviewed. This paper subsequently argues the consequences of business intelligence utilization. Findings Based on the synthesis of the key points, this paper justifies the strategic impact of business intelligence utilization on the business sustainability of Malaysian PLCs. Practical implications This paper provides significant knowledge for business practitioners to gain insights into the critical role of business intelligence utilization and its strategic impact on business sustainability. Originality/value This paper dissects the strategic impact of business intelligence utilization from the perspectives of enhancing economic performance, environmental performance, and social performance.
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12

Figueroa, Juan Luis Peñaloza, and Carmen Vargas Pérez. "Business Strategies Based on Large Sets of Data and Interaction: Business Intelligence." European Journal of Economics and Business Studies 9, no. 1 (October 6, 2017): 156. http://dx.doi.org/10.26417/ejes.v9i1.p156-167.

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.The dominant perspective in Business Intelligence (BI) projects and applications has been the technological conception, usually focused on the technical-instrumental nature of computing. This conception has avoided the change in the paradigm from a business model based on the use of tangible resources in favour of one based on the exploitation of intangible resources (data, interaction, networks, etc.). This would explain why applied BI projects, remain anchored in the old organization and operational patterns of traditional businesses in most companies. The technological perception of BI gives continuity to the stovepipe activity of companies, both in their management and in their organizational structures, where the impact of interaction as a generator of business opportunities is very limited, and often non-existent; and the effect of large volumes of data as a value generator is reduced to an operational and technical problem. Hence, the importance of considering BI as a new business philosophy that entails new forms of business organization and a new way of management based on the interaction and analysis of large volumes of internally generated data. Our interest is not only to emphasize the nature of the new business philosophy in the application of BI, but to carry out a discussion about the organizational and operational structure of businesses -according to a conception based on interaction and data as generators of business value-, and about actionable intelligence.
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Kessler, Kurt. "Managing business intelligence for strategic advantage." Journal of Medical Marketing: Device, Diagnostic and Pharmaceutical Marketing 11, no. 1 (February 2011): 3–5. http://dx.doi.org/10.1057/jmm.2010.37.

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14

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

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15

O’Neill, Daniel. "Business Intelligence Competency Centers." International Journal of Business Intelligence Research 2, no. 3 (July 2011): 21–35. http://dx.doi.org/10.4018/jbir.2011070102.

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Enterprises today continue to invest in business intelligence (BI) initiatives with the hope of providing a strategic advantage to their organizations. Many of these initiatives are supporting the tactical goals of individual business units and not the strategic goals of the enterprise. Although this decentralized approach provides short term gains, it creates an environment where information silos develop and the enterprise as a whole struggles to develop a single version of the truth when it comes to providing strategic information. Enterprises are turning toward a centralized approach to BI which aligns with their overall strategic goals. At the core of the centralized approach is the business intelligence competency center (BICC). This paper details why the centralized BICC approach should be considered an essential component of all enterprise BI initiatives. Examining case studies of BICC implementations details the benefits realized by real world companies who have taken this approach. It is also important to provide analysis of the two BI approaches in the areas of BI process and BI technology/data and people relations. The findings indicate the benefits of the centralized BICC outweigh the deficiencies of the decentralized approach.
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16

Ignat, Valentina, Lothar Becker, and Peter Lorenz. "Patent Analysis by Business Intelligence Tools and Strategic Growth Opportunities." Applied Mechanics and Materials 657 (October 2014): 901–5. http://dx.doi.org/10.4028/www.scientific.net/amm.657.901.

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Patent Intelligence analysis provides an overview of the patent activity in the technical fields and giving insights into the competitors` pipeline and is a starting point for preparing own product, intellectual property strategies and development efforts. The Patent Intelligence analysis help to discover new application, serving catalyst a new thinking and creative approaches to business problem or identifying strategic growth opportunities.
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17

Dokhanchi, Atieh, and Eslam Nazemi. "BISC." International Journal of Enterprise Information Systems 11, no. 2 (April 2015): 90–106. http://dx.doi.org/10.4018/ijeis.2015040105.

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Despite the importance and the strategic role of Business Intelligence (BI) in organizations and its key impact on successfully executing corporate strategies, in most cases, strategic planning and performance management projects are done independently from BI projects, therefore a holistic and an integrated framework has been proposed in this paper for aligning Business Intelligence initiatives with corporate strategies. This framework as an interdisciplinary work borrows the approach of the Enterprise Architecture frameworks and its structured logical thinking about the organization and was refined through gathering and analyzing expert's opinions. This paper also uses a case study in one bank with the aim of clarifying the application of the proposed framework.
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Anugrah, Intan Widya, and Tintin Suhaeni. "Pengaruh Kepemimpinan Stratejik Terhadap Strategi Bersaing UKM Café dan Restoran." Jurnal Riset Bisnis dan Investasi 3, no. 3 (January 12, 2018): 78. http://dx.doi.org/10.35697/jrbi.v3i3.947.

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Along with high competition, the ability to survive in the business world strategic leadership is needed to face the competition. Strategic leadership that has dimensions of vision, business model articulation, information delivery well, clever in handling power, and emotional intelligence is one of the factors needed in the company in choosing the appropriate strategy competitiveness. While the competitive strategy itself has a dimension of leadership that low cost, differentiation, and focus. This study aims to measure great strategic leadership, competitive strategy and how much strategic leadership relationship and competitive strategy in SMEs cafe and restaurant. The population of this study is 557 SMEs cafe and restaurant it Kecamatan Bandung Wetan, with a sample of 50 SMEs. The methodology used is descriptive method associative. In this study using simple regression method obtained regression equation Y = 16043 + 0,306X, it means to have a positive relationship of 0.401. The result of research stated that strategic leadership influence 16,08% toward competitive strategy at SMEs cafe and restaurant. Seiring dengan persaingan yang tinggi, kemampuan bertahan di dunia bisnis. Kepemimpinan strategis dibutuhkan untuk menghadapi persaingan. Kepemimpinan strategis yang memiliki dimensi visi, artikulasi model bisnis, penyampaian informasi dengan baik, pandai dalam menangani daya, dan kecerdasan emosional merupakan salah satu faktor yang dibutuhkan dalam perusahaan dalam memilih strategi bersaing yang tepat. Sedangkan strategi bersaing itu sendiri memiliki dimensi kepemimpinan yang berbiaya rendah, diferensiasi dan fokus. Penelitian ini bertujuan untuk mengukur strategi kepemimpinan yang hebat, strategi bersaing dan seberapa besar hubungan kepemimpinan strategis dan strategi bersaing di UKM kafe dan restoran. Populasi penelitian ini adalah 557 UKM kafe dan restoran Kecamatan Bandung Wetan, dengan sampel 50 UKM. Metodologi yang digunakan adalah metode deskriptif asosiatif. Dalam penelitian ini menggunakan metode regresi sederhana diperoleh persamaan regresi Y = 16043 + 0,306X, artinya memiliki hubungan positif sebesar 0,401. Hasil penelitian menyatakan bahwa kepemimpinan strategis berpengaruh 16,08% terhadap strategi bersaing di UKM kafe dan restoran.
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Metcalf, Lynn, David A. Askay, and Louis B. Rosenberg. "Keeping Humans in the Loop: Pooling Knowledge through Artificial Swarm Intelligence to Improve Business Decision Making." California Management Review 61, no. 4 (July 17, 2019): 84–109. http://dx.doi.org/10.1177/0008125619862256.

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This article explores how a collaboration technology called Artificial Swarm Intelligence (ASI) addresses the limitations associated with group decision making, amplifies the intelligence of human groups, and facilitates better business decisions. It demonstrates of how ASI has been used by businesses to harness the diverse perspectives that individual participants bring to groups and to facilitate convergence upon decisions. It advances the understanding of how artificial intelligence (AI) can be used to enhance, rather than replace, teams as they collaborate to make business decisions.
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Hawking, Paul, and Carmine Sellitto. "Business Intelligence Strategy." International Journal of Business Intelligence Research 8, no. 2 (July 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 that will provide valuable lessons for not only researchers, but also industry practitioners.
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Brodzinski, James, Elaine Crable, Thilini Ariyachandra, and Mark Frolick. "Mobile Business Intelligence." International Journal of Business Intelligence Research 4, no. 2 (April 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 also discusses the challenges and opportunities mobile BI presents to organizations.
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Carson, Grace, Christina O'Connor, and Geoff Simmons. "The crucial role of market intelligence in the development of small business marketing capabilities." Journal of Small Business and Enterprise Development 27, no. 5 (June 19, 2020): 797–816. http://dx.doi.org/10.1108/jsbed-12-2019-0394.

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PurposeDrawing on the resource-based view of the firm, this article explores the influences of market intelligence on the development of small business marketing capabilities, with reference to specialized marketing capabilities, architectural marketing capabilities and dynamic capabilities.Design/methodology/approachThe conceptual framework and propositions present and interpret the resource–capability complementarity between market intelligence and small business marketing capabilities and outline the relationship between individual capability sets.FindingsMarket intelligence is shown to be crucial in the development of small business marketing capabilities and in the implementation of more formalized marketing strategies that allow small businesses to create value for customers and improve their performance. However, the level to which market intelligence is utilized and marketing capabilities are developed is found to be considerably influenced by the small business owner-manager and firm learning.Practical implicationsIt is imperative that small businesses acknowledge the practical benefits of market intelligence and harness these advantages accordingly. However, owner-managers must be motivated to encourage the development of more formalized marketing capabilities and act incisively upon the information derived from market intelligence.Originality/valueRecent research indicates that market intelligence and marketing capabilities can interact to enable a firm to align its resources with the market, by providing customer insights that guide them as to which value-adding activities they should implement. However, extant research in this area remains in its infancy, and very little is known about the adoption processes of market intelligence in small businesses and its role in developing marketing capabilities.
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Bongarzoni, Paolo. "A New Digital Approach to Strategic Activities." International Journal of Business Strategy and Automation 1, no. 2 (April 2020): 12–24. http://dx.doi.org/10.4018/ijbsa.2020040102.

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As automation increasingly influences businesses, digitalization technologies and tools such as artificial intelligence, machine learning, etc., become essential to support the definition and implementation of strategy activities aimed at improving businesses' competitiveness in the digital, cloud-based, and data-driven world. Since this business growth corresponds to an enormous increase in the data volumes, it is fundamental for businesses to adopt several digital solutions in their strategy process together with a tailored digital strategy embedded in their strategic plan. The purpose of this article is to critically analyse the classic strategy activities' latest trends/needs and how they could be properly addressed by the available digital technologies. Finally, for every activity are mentioned some best practices tools and software, supported by management consultants, since they trigger a high return on investment in term of the time savings, less dedicated resources, and final business performance.
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Mendoza, Rubén A. "Business Intelligence 2.0." International Journal of Business Intelligence Research 1, no. 4 (October 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) and related technologies supporting the deployment of web services and service-oriented architectures (SOA). The author summarizes the critical importance of these technologies to the emergence of BI 2.0 tools. This paper also explores the current state of Internet-enabled BI activities and strategic considerations for firms considering BI 2.0 options.
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Wynn, Martin George, and Daniel Brinkmann. "Exploiting Business Intelligence for Strategic Knowledge Management." International Journal of Business Intelligence Research 7, no. 1 (January 2016): 11–24. http://dx.doi.org/10.4018/ijbir.2016010102.

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In the German healthcare industry, Business Intelligence systems play a crucial role. For one major health insurance company (discussed here as an alias - AK Healthcare), the deployment of Business Intelligence applications has supported sustained growth in turnover and market share in the past five years. In this article, these tools are classified within an appropriate conceptual framework which encompasses the organisation's information infrastructure and associated processes. Different components of the framework are identified and examples are given - systems infrastructure, data provision/access control, the BI tools and technologies themselves, report generation, and information users. The use and integration of Business Intelligence tools in the strategy development process is then analyzed. Finally, the key functions and features of these tools for strategic knowledge management are discussed. Research findings encompass system access, report characteristics, and end-users profiles and capabilities.
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Namaki, M. S. S. El. "How Companies are Applying AI to the Business Strategy Formulation." Scholedge International Journal of Business Policy & Governance ISSN 2394-3351 5, no. 8 (January 18, 2019): 77. http://dx.doi.org/10.19085/journal.sijbpg050801.

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Computing equipment capable of what one may term partial and quasi-intelligent behaviour, commonly referred to as Artificial Intelligence (AI), is assuming a key role in business. The probability is high that this Artificial Intelligence (AI) will lead to a fundamental change in the process of business strategy formulation as much as the very contents of this strategic behaviour. Product and market strategies and the resultant competitive behaviour will, more likely than not, be the outcome of those artificial intelligence processes and reiterations. A start is made and one can observe substantial progress in this direction. Who has done it and is there a conceptual framework behind this strategic behaviour? This will be the focus of this article The article starts with a brief definition of artificial intelligence and a basic framework of the concept. Seven case studies follow supporting the hypothesis that AI is penetrating the business strategy arena and leading to a fundamental change in the concept as much as the application. Those cases were drawn from different industries, and countries. A conceptual framework is accordingly derived and positioning of those case companies within this conceptual framework is done. The article is based on contemporary frameworks of AI and the cases are drawn from contemporary analysis of strategic behaviour. The conceptual model could provide an instrument for business AI application.
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Cristescu, Marian Pompiliu. "Business Intelligence Integrated Solutions." Land Forces Academy Review 22, no. 4 (December 1, 2017): 270–75. http://dx.doi.org/10.1515/raft-2017-0036.

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Abstract A Business Intelligence solution concerns the simple, real-time access to complete information about the business shown in a relevant format of the report, graphic or dashboard type in order help the taking of strategic decisions regarding the direction in which the company goes. Business Intelligence does not produce data, but uses the data produced by the company’s applications. BI solutions extract their data from ERP (Enterprise Resource Planning), CRM (Customer Relationship Management), HCM (Human Capital Management), and Retail, eCommerce or other databases used in the company.
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Musandiwa, Joseph, and Mercy Mpinganjira. "Commitment to marketing strategies in cooperative business arrangement: Role of appropriate intelligence generation and inclusive participation." Corporate Ownership and Control 13, no. 1 (2015): 283–91. http://dx.doi.org/10.22495/cocv13i1c2p6.

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This paper empirically examines the influence of appropriate intelligence generation and inclusive participation in marketing strategy formulation on commitment of SME owner-managers operating in cooperative business arrangement. Data was collected using a structured questionnaire from 256 owner managers operating mini-bus taxi businesses in South Africa. The findings show that appropriate intelligence generation during marketing strategy formulation and inclusive participation in strategy formulation has significant positive influence on member commitment to marketing strategies in a cooperative. The study has significant managerial implications as it identifies factors that managers of SMEs involved in cooperative business arrangements can focus on in order to effectively manage member commitment towards marketing strategies that need to be implemented by all.
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Herman Boikanyo, Dinko, Ronnie Lotriet, and Pieter W. Buys. "Investigating the use of business, competitive and marketing intelligence as management tools in the mining industry." Problems and Perspectives in Management 14, no. 2 (May 11, 2016): 27–35. http://dx.doi.org/10.21511/ppm.14(2).2016.03.

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The main objective of this research study is to investigate the extent to which business intelligence, competitive intelligence and marketing intelligence are used within the mining industry. Business intelligence, competitive intelligence and marketing intelligence are the management tools used to mine information to produce up-to-date intelligence and knowledge for operative and strategic decision making. A structured questionnaire is used for the study. A total of 300 mines are randomly selected from a research population of mining organizations in South Africa, Africa and globally. The respondents are all part of senior management. A response rate of 64% is achieved. The results indicat that more than half of the respondents do not have real-time intelligence and proper data mining tools to identify patterns and relationships within a data warehouse. Although a large proportion agrees that their organizations have systematic ways of gathering these different types of intelligence and use them for strategic decision making, there is a significant proportion that did not have any systems. Statistically and practically significant positive relationships with a large effect are found among the dimensions of business intelligence, marketing intelligence, competitive intelligence and perceived business performance
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Anica-Popa, Ionuț, and Gabriel Cucui. "A Framework for Enhancing Competitive Intelligence Capabilities using Decision Support System based on Web Mining Techniques." International Journal of Computers Communications & Control 4, no. 4 (December 1, 2009): 326. http://dx.doi.org/10.15837/ijccc.2009.4.2450.

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Nowadays Competitive Intelligence (CI) represents one of the most important pieces in strategic management of organizations in order to sustain and enhance competitive advantage over competitors. There are some studies that claim that a successful strategic management is influenced by the accuracy of external environment’s evaluation and, in the same time, in order to have correct and complete business strategies it is necessary to be sustained by competitive advantage. But till at the beginning of ’80 the things were totally different. This paper will present the evolution and the objectives of CI, the results of using CI in organizations and how can be improved the CI process using tools and techniques provided by business intelligence (BI). The study will propose a framework of a decision support system based on web mining techniques in order to enhance capabilities of organization’s competitive intelligence.
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Mandhachitara, Rujirutana, and Siriporn (NaPombhejara) Allapach. "Small business performance in Thailand: key success factors." Journal of Research in Marketing and Entrepreneurship 19, no. 2 (October 16, 2017): 161–81. http://dx.doi.org/10.1108/jrme-06-2016-0018.

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Purpose This paper investigates how affirmative leadership management styles, market orientation and marketing intelligence drive the performance of small business enterprises in Bangkok, Thailand. Design/methodology/approach Small business performance is a formative measurement consisting of financial and marketing metrics. Other constructs are reflective. Some 200 manager-owners of small businesses were interviewed. The authors use structural modeling, partial least squares (PLS). Research limitations/implications The data were collected from two of 50 districts in Bangkok. The study is cross-sectional. Performance measures were self-reported. Practical implications Building and exercising affirmative leadership skills and behaviors in small business operations is crucial. Small businesses should focus their recruitment on this quality. Affirmative leaders must create and promote a systematic approach to gathering and analyzing market intelligence on customers and competitors and utilize this strategically. Originality/value This empirical paper establishes two important mediating roles of market orientation. First, affirmative leadership is necessary to motivate a market-oriented enterprise in its successful performance. Second, marketing intelligence contributes to business performance when it is driven by market orientation.
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Foley, Éric, and Manon G. Guillemette. "What is Business Intelligence?" International Journal of Business Intelligence Research 1, no. 4 (October 2010): 1–28. http://dx.doi.org/10.4018/jbir.2010100101.

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There has been growing corporate interest in business intelligence (BI) as a path to reduced costs, improved service quality, and better decision-making processes. However, while BI has existed for years, it has difficulties reaching what specialists in the field consider its full potential. In this paper, the authors examine disparities in how the constructs of business intelligence are defined and understood, which may impede an understanding of what BI represents to business leaders and researchers. The main objective of this study is to clearly understand this emerging concept of BI. In this regard, the authors analyze articles from the scientific and professional literature to have a comprehensive understanding of business intelligence as both a product and a process. This research proposes a global overview of the conceptual foundations of BI, which can help companies understand their BI initiative and leverage them to the strategic level.
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Azzahra, Belinda. "AKUNTAN 4.0: RODA PENGGERAK NILAI KEBERLANJUTAN PERUSAHAAN MELALUI ARTIFICIAL INTELLIGENCE & TECH ANALYTICS PADA ERA DISRUPTIF." Jurnal Riset Akuntansi dan Keuangan 16, no. 2 (July 10, 2021): 87. http://dx.doi.org/10.21460/jrak.2020.162.376.

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ABSTRACT Accountants has significant role to achieve corporate sustainability. However, with the advancement of technology, the existence of accountants starts to be questioned. According to a survey conducted by Osborne and Frey in 2013, University of Oxford, accountants has 94% chances to be replaced in the future. Based on these data, accountants are now entering the new era of disruption, which is provable by the existence of artificial intelligence. The future of business and accountants are entering grey area and sustainability is the most vital things to be discussed for now. To challenge the status quo, it is demanded for research about the role of accountant as value driver in digital era. In the future, young accountants must act as catalysts of value for business to ensure that every stakeholder get benefit. Therefore, at least there are five strategies that accountants could prepare, which are: understanding of business acumen, technological savvy, storytelling skill, fundamental data skill, and strategic thinking skill. I believe with these five strategies, accountants profession will still exist and not being the ‘disrupted’ but the ‘disruptor’ of Industrial Revolution 4.0 era.Keywords: accountants, artificial intelligence, corporate sustainability, disruptive era, value-driven ABSTRAK Akuntan memiliki peran penting untuk mencapai keberlanjutan perusahaan. Namun dengan kemajuan teknologi, keberadaan akuntan mulai dipertanyakan. Menurut survei yang dilakukan oleh Osborne dan Frey pada tahun 2013, Universitas Oxford, akuntan memiliki peluang 94% untuk diganti di masa depan. Berdasarkan data tersebut, akuntan kini memasuki era baru disrupsi, yang dibuktikan dengan adanya kecerdasan buatan. Masa depan bisnis dan akuntan memasuki wilayah abu-abu dan keberlanjutan adalah hal yang paling vital untuk dibahas untuk saat ini. Untuk menantang status quo, diperlukan penelitian tentang peran akuntan sebagai value driver di era digital. Di masa depan, akuntan muda harus bertindak sebagai katalis nilai bagi bisnis untuk memastikan bahwa setiap pemangku kepentingan mendapatkan manfaat. Oleh karena itu, setidaknya ada lima strategi yang dapat disiapkan akuntan, yaitu: pemahaman business acumen, technology savvy, storytelling skill, fundamental data skill, dan strategic thinking skill. Saya yakin dengan lima strategi ini, profesi akuntan akan tetap eksis dan bukan menjadi ‘didisrupsi’ melainkan ‘pengganggu’ era Revolusi Industri 4.0.Kata kunci: akuntan, kecerdasan buatan, keberlanjutan perusahaan, era disrupsi, value-driven
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Sharma, Ravi S., and Vironica Djiaw. "Realising the strategic impact of business intelligence tools." VINE 41, no. 2 (May 17, 2011): 113–31. http://dx.doi.org/10.1108/03055721111134772.

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Brink, James R. "Using Artificial Intelligence as a Strategic Business Tool." JOM 40, no. 2 (February 1988): 51. http://dx.doi.org/10.1007/bf03258838.

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RTAL, Mohamed, and Mostafa HANOUNE. "Strategic Information Systems and Artificial Intelligence in Business." International Journal of Information Technology and Applied Sciences (IJITAS) 3, no. 2 (April 30, 2021): 78–83. http://dx.doi.org/10.52502/ijitas.v3i2.28.

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Information systems are defined as systems that consist of a group of people, data records, and some manual and non-manual operations. These systems generally handle data and information related to each system, and it can also be defined as a set of elements that overlap with each other to collect, process, store and distribute information on a specific topic. Systematically, in order to support the organization, control it, and the analysis, and form a clear current and future vision of the topic in question. Information systems are a group of programs that are used to archive, manage and organize data, and process them with specific procedures established according to the workflow mechanism in the organization, in order to obtain the final outputs. It is noteworthy that information systems are completely different from information technology, as information systems use information technology techniques which were created to serve its based business.
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Kuznetsov, S. Y., and I. V. Rudenko. "BUSINESS PROCESS MANAGEMENT (BPM) IN STRATEGIC MANAGEMENT." Strategic decisions and risk management, no. 2 (June 25, 2015): 92–98. http://dx.doi.org/10.17747/2078-8886-2015-2-92-98.

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Operational management of business processes is a key success factor. We reduce tactical level to the two generic concepts: current measures (higher layers) and business processes (the lower layers). For successful execution of business strategy leading companies transform to process-oriented (tactical level) and customer-oriented organizations (strategic level). We propose classification of business processes on criteria. Widening of automated business processes enables companies to become process leaders in the competitive proposition of value to consumers. The BPM concept turns into a long-term business-culture from the tactical level to the level of strategic management. We show the stages of the development of BPM system in the enterprise. In order to achieve operational efficiency benchmarking and operational intelligence are implemented. Within operational intelligence we offer metrics of the four main functional goals.
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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 (September 7, 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 of decision-making and some success stories implemented in different business, academic, social and governmental environments. Moreover, it addresses the future expected for Industry 4.0 primarily in BI and how companies should face this revolution. This article provides knowledge contribution about the current state and positive consequences of Industry 4.0, and high development in technology when implemented in the organization and the harmonization between production and intelligent digital technology.
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Handzic, Meliha, Kursad Ozlen, and Nermina Durmic. "Improving Customer Relationship Management Through Business Intelligence." Journal of Information & Knowledge Management 13, no. 02 (June 2014): 1450015. http://dx.doi.org/10.1142/s0219649214500154.

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This paper examines empirically the role of business intelligence (BI) in customer relationship management (CRM). Drawing on relevant literature on BI and CRM, the research model for the current investigation proposes that BI approaches of an organisation and its competition influence organisational business strategy which in turn impacts its customer strategy. The model is tested empirically using survey data of 165 respondents from 73 different private and state owned businesses operating in a transitional economy of East Europe. Empirical evidence confirms a key role of BI in CRM through its impact on organisational business and customer strategies development. Such findings make two important contributions. For research, they provide an improved understanding of the factors and processes involved in realising benefits from BI. For practice, they show managers how BI can be leveraged to achieve performance gains through competitive actions. Further research is recommended to confirm and extend the current investigation.
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Huie, Carol P. "Perceptions of Business Intelligence Professionals about Factors Related to Business Intelligence input in Decision Making." International Journal of Business Analytics 3, no. 3 (July 2016): 1–24. http://dx.doi.org/10.4018/ijban.2016070101.

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Strategic decision-making is one of the most important criteria for organizational success. Therefore, it is vital to have a well-developed decision making process in place. However, one of the greatest challenges facing organizations today is making important and timely business decisions. The focus of this study was to examine critical business intelligence input factors that influenced the decision making process. The business intelligence input factors considered were accessibility, reliability, quality of information, frequency of use, relevance, security, and quality of decisions. The results of this study show that the decision making process is very complex. Based on the analyses of the data, the findings indicate that these factors help determine reasons why managers use business intelligence technology in the decision making process. These findings will help organizations decision makers make better. This can improve the operational and strategic decision making process, thereby creating a competitive advantage for the organization.
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Xu, Mark, and G. Roland Kaye. "An Integrative Framework for Strategic Intelligence." International Journal of Strategic Information Technology and Applications 1, no. 4 (October 2010): 1–18. http://dx.doi.org/10.4018/jsita.2010100101.

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This paper defines strategic intelligence as a distinct organisational resource that differs from competitive intelligence (CI) and business intelligence (BI). A literature review unfolds a number of deficiencies in intelligence practice and systems. The findings, based on a case study, suggest that there is a lack of systematic scanning, analysing and support for strategic intelligence. An integrative framework is proposed to guide and improve strategic intelligence activity, which comprises of Key External Intelligence (KEI) and internal Key Performance Indicators (KPI). Implementation issues are discussed. The paper develops novel insight into strategic intelligence, and the proposed solution has implications on enhancing managers’ and an organisations’ sensibility and capability by detecting and responding to emerging strategic signals.
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Tiara, Khanna, Siti Nurhayati, and Novita Heriyani. "Optimalisasi Business Intelligence Pada Widuri Berbasis Mediawiki Dalam Monitoring Rekapitulasi Data." Creative Information Technology Journal 4, no. 1 (December 1, 2016): 72. http://dx.doi.org/10.24076/citec.2016v4i1.96.

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Seiring perkembangan zaman dan teknologi pada Perguruan Tinggi yang mengalami peningkatan sangat pesat. Peranan modal intelektual menjadi sangat penting dan strategis dalam pengelolaan program akademik untuk mencapai keunggulan kompetitif. Business Intelligence sebagai elemen penting dalam Perguruan Tinggi difungsikan untuk membantu manajerial mengelola modal intelektual dalam proses pengambilan keputusan guna meningkatkan kinerja Perguruan Tinggi. Penelitian ini bertujuan untuk mengimplementasikan Business Intelligence demi mendukung pengelolaan program akademik kearah yang lebih kompetitif melalui sistem perencanaan, pengukuran dan meningkatkan kinerja berbasis modal intelektual. Salah satu implementasi yang menggunakan sistem Business Intelligence dalam Perguruan Tinggi Raharja ialah website Widuri. Penggunaan Business Intelligence pada Widuri berbasis pada teknologi informasi yang bertujuan untuk mendesain, mengukur, mengelola dan mengembangkan modal intelektual, antara lain berupa pengetahuan, skill dan keahlian sumberdaya manusia Perguruan Tinggi Raharja. Penggunaan indikator kinerja Perguruan Tinggi Raharja dianalisis untuk memenuhi standar mutu Perguruan Tinggi yang kompetitif. Sehingga dengan penggunaan Business Intelligence pada Widuri mempermudah pengguna dan Admin mengetahui data secara akurat.As the development of the times and the technology at the College is currently undergoing a very rapid increase. The role of intellectual capital is becoming very important and strategic in the management of academic programs to achieve competitive advantage. Business Intelligence as an important element in the College functioned to help manage intellectual capital in the managerial decision-making process in order to improve the performance of colleges. This research aims to implement Business Intelligence to support the management of academic program towards a more competitive through a system of planning, measuring and improving performance-based intellectual capital. One implementation uses a system of Business Intelligence in the College website is Widuri Raharja. The use of Business Intelligence in information technology-based Thistle aims to design, measure, manage and develop intellectual capital, inter alia in the form of knowledge, skill and expertise of human resources College Raharja. The use of indicator performance College Raharja analyzed to meet quality standards at competitive Colleges. So with the use of Business Intelligence at Thistle make it easier users and Admins know data accurately.
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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 experience of the author and the research resources of her internship in a consulting company are also shared. Enterprises often use SAP, ERP, IaaS, SaaS, PaaS to build the cloud services and infrastructure of data ware, which are the products of business analytics. The author analyzes how business analytics help enterprises use effective and intelligent analysis on the data and business to improve the performance of the enterprises, which can make the enterprises become competitive and outstanding. In addition, the difference between business intelligence and business analytics, and how the value business analytics creates to the enterprises in theoretical and practical way are introduced. Finally, the author finds the significant of data and analytical tools to the present and future development in different industries, and predicts the general trend that might happen in the future. People can also realize the impact that data brings to their daily life.
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Utami, Citra Berliani, Lukman Faruk, and Ofah Musyarrofah. "PENGARUH BUSINESS INTELLIGENCE TERHADAP DUNIA BISNIS." ICIT Journal 1, no. 1 (February 22, 2015): 16–25. http://dx.doi.org/10.33050/icit.v1i1.6.

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Ketatnya persaingan dalam dunia bisnis memberikan pengaruh terhadap para pelaku bisnis untuk selalu memperbaharui strategi pemasaran dan penjualannya. Khususnya pada saat sekarang, dimana bisnis dapat dilakukan secara offline dan online. Dan untuk bisnis online, yang sekarang semua pelaku bisnis baik yang sudah lama berkecimpung ataupun yang baru harus selalu memiliki strategi pemasaran dan penjualan terbaru. Berkaitan dengan strategi pemasaran dan penjualan, business intelligence dapat membantu pelaku bisnis online yang termasuk di dalamnya yaitu perusahaan, untuk memperoleh pengetahuan yang jelas tentang faktor – faktor apa sajakah yang dapat mempengaruhi kinerja perusahaan. Dan setelah mengetahui faktor – faktor apa saja yang berpengaruh terhadap kinerja, maka hal tersebut dapat membantu perusahaan dalam mengambil keputusan dan meningkatkan kekuatan dari usaha yang dikelola. Aplikasi yang ada pada business intelligence dapat dipakai untuk menganalisis konsumen, produk, dan delivery channel yang dipakai. Dengan adanya business intelligence, maka perusahaan dapat mengelola kemudianmengolah data menjadi informasi sehingga tidak terpaku pada angka – angka saja.Memahami,meningkatkan kinerja, penganggaran biaya yang lebih efisien, dan mengidentifikasipeluang bisnis baru merupakan manfaat yang diperoleh ketika perusahaan menerapkan businessintelligence. Penjualan suatu produk tidak hanya ditentukan oleh harga dan kualitas produk saja,karena ada beberapa faktor lain yang ikut mempengaruhinya diantaranya adalah karakteristikpembeli, faktor geografi, dan masih ada faktor lainnya. Karena faktor – faktor tersebut peran daribusiness intelligence sangat diperlukan. Dimana pelaku bisnis ataupun perusahaan memerlukanalat bantu yang salah satunya adalah business intelligence untuk mengolah data untuk menjadiinformasi dari produk yang dijual sehingga nantinya akan dihasilkan keputusan yang akan diambiloleh pelaku bisnis atau perusahaan tersebut. Kata Kunci: bisnis, online, perusahaan, business intellige
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PRIYATNA, ADE. "IMPLEMENTASI SISTEM PENUNJANG KEPUTUSAN MENGGUNAKAN BUSINESS INTELLIGENCE UNTUK UMKM DI GUNUNG PUTRI KAB.BOGOR." Jurnal Khatulistiwa Informatika 7, no. 1 (June 21, 2019): 7–12. http://dx.doi.org/10.31294/jki.v7i1.97.

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Ketersedian data dan informasi menjadi hal yang penting dalam proses pengambilan keputusan sebagai bahan analisa perkembangan UMKM atau organisasi, kebutuhan data dan informasi yang lengkap benar dan tepat juga menjadi kebutuhan bagi kelangsungan perkembangan UMKM ke depan. Sistem penunjang keputusan menggunakan business intelligence ini menggunakan tool pengolahan dari microsoft yaitu sql server integration services (SSIS) dan sql server reporting services (SSRS). Business Intelligenci juga dapat membantu sebuah UMKM atau organisasi untuk mendapatkan pengetahuan yang jelas mengenai faktor-faktor yang mempengaruhi kinerja organisasi sehingga dapat membantu organisasi dalam pengambilan keputusan serta sekaligus meningkatkan keunggulannya (competitive advantage). Business Intelligenci juga dapat membantu suatu organisasi dalam menganalisis perubahan tren yang terjadi sehingga akan membantu organisasi menentukan strategi yang diperlukan dalam mengantisipasi perubahan tren tersebut. penelitian ini bertujuan untuk memberikan hasil dashboard atau report yang nantinya akan digunakan sebagai bahan pengambilan keputusan. penelitian ini dilakukan pada UMKM di Gunung Putri Kab. Bogor. sumber data diperoleh dari sistem lama atau dari user kemudian diolah dengan sistem baru. hasil antara report sistem baru dan sistem lama kemudian dibandingkan menggunakan software spss untuk melihat presentase perbedaan nilainya.
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Yogev, Nir, Adir Even, and Lior Fink. "How Business Intelligence Creates Value." International Journal of Business Intelligence Research 4, no. 3 (July 2013): 16–31. http://dx.doi.org/10.4018/ijbir.2013070102.

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This study examines the business value associated with business intelligence (BI) systems, based on the premise that business value is largely contingent on system type and its unique contribution. The study adopts a process-oriented approach to evaluating the value contribution of BI, arguing that it stems from improvements in business processes. The study develops and tests a research model that explains the unique mechanisms through which BI creates business value. The model draws on the resource-based view to identify key assets and capabilities that determine the impact of BI on business processes and, consequently, on organizational performance. Analysis of data collected from 159 managers and IT/BI experts, using structural equation modeling (SEM) techniques, shows that BI largely contributes to business value by improving both operational and strategic business processes.
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Chen, Xiaofeng, and Keng Siau. "Business Analytics/Business Intelligence and IT Infrastructure." Journal of Organizational and End User Computing 32, no. 4 (October 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 a more flexible IT infrastructure. However, the data does not reveal the proposed interaction between the two drivers of organizational agility.
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Tripathi, Anuj, Teena Bagga, and Rashmi K. Aggarwal. "Strategic Impact of Business Intelligence : A Review of Literature." Prabandhan: Indian Journal of Management 13, no. 3 (March 31, 2020): 35. http://dx.doi.org/10.17010/pijom/2020/v13i3/151175.

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DIAB, Bassel. "Using Artificial Intelligence for Quantifying Strategic Business-IT Alignment." Informatica Economica 25, no. 1/2021 (March 30, 2021): 61–69. http://dx.doi.org/10.24818/issn14531305/25.1.2021.05.

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Plastino, Eduardo, and Mark Purdy. "Game changing value from Artificial Intelligence: eight strategies." Strategy & Leadership 46, no. 1 (January 15, 2018): 16–22. http://dx.doi.org/10.1108/sl-11-2017-0106.

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Purpose The article shares the results of a survey Accenture undertook to measure AI’s potential economic impact on 16 industries. Design/methodology/approach The goal was to understand the chief reasons for AI’s potential impact and to identify a set of strategies that companies in any industry can use to benefit from advances in AI technologies. Findings AI’s unique characteristics as a capital–labor hybrid, which confers the ability to augment human labor at scale and speed, self-learn and continuously improve over time—will require organizations to adopt new approaches and models in a variety of functional areas. Practical implications AI can augment labor productivity by taking on low value-added or supporting tasks and thus enable workers to focus on high value work. Bosch has adopted a “thinking factory” approach in one of its German automotive plants…to enable AI-powered machines to self-diagnose technical failures, order replacement parts autonomously and anticipate maintenance needs. Originality/value All industries studied stand to benefit from AI, though three -- information and communication, manufacturing and financial services sectors -- will likely realize the biggest gains. Businesses in every industry will need to consider AI as a potential change agent in their investment, innovation and human capital development strategies. To prepare their organizations for a successful future with AI, business leaders should adopt eight strategies.
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