Realising the strategic impact of business intelligence tools
Purpose – The purpose of this paper is to explore the effectiveness of business intelligence (BI) tools as enablers of knowledge sharing used by employees in the organisation. This practice-oriented article on the deployment and impact of BI tools in industry suggests a balanced scorecard (BSC) appr...
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sg-ntu-dr.10356-1002622020-03-07T12:15:51Z Realising the strategic impact of business intelligence tools Djiaw, Vironica Sharma, Ravi S. Wee Kim Wee School of Communication and Information DRNTU::Social sciences::Communication Purpose – The purpose of this paper is to explore the effectiveness of business intelligence (BI) tools as enablers of knowledge sharing used by employees in the organisation. This practice-oriented article on the deployment and impact of BI tools in industry suggests a balanced scorecard (BSC) approach to performance management. More specifically, a suite of web 2.0 tools is used in the practice of BI and their impact measured with a BSC. Design/methodology/approach – The research proposition is that the effectiveness of BI is indeed strategic and relates to its corporate performance. This claim is validated using a global information technology consultancy firm's BI unit as the lead case of an immersive field study. Research engagements with four other firms provide corroborative support. Findings – The BSC approach to deriving targets and ascertaining outcomes was shown to be applicable to good practice. The converse is equally valid. That is, strategic performance management requires the use of BI in order to be sound. Therefore, tools such as web 2.0 and data analytics, must be outcome driven with planned targets identified. Practical implications – BI is a necessary activity for deriving improved performance. It aids in the identification of a firm's knowledge strengths, as well as gaps with respect to its environment. The key message to executives is that Peter Drucker was right – we cannot manage what we do not measure! Originality/value – The use of BI as a strategic knowledge management technique is a composite of a host of web 2.0 tools. It does not stand in isolation from other initiatives for exploiting knowledge in order to drive performance Accepted version 2013-12-10T01:14:24Z 2019-12-06T20:19:20Z 2013-12-10T01:14:24Z 2019-12-06T20:19:20Z 2011 2011 Journal Article Sharma, R. S., & Djiaw, V. (2011). Realising the strategic impact of business intelligence tools. VINE, 41(2), 113-131. 0305-5728 https://hdl.handle.net/10356/100262 http://hdl.handle.net/10220/18181 10.1108/03055721111134772 en VINE © 2011 Emerald Group Publishing Limited. This is the author created version of a work that has been peer reviewed and accepted for publication by VINE, Emerald Group Publishing Limited. It incorporates referee’s comments but changes resulting from the publishing process, such as copyediting, structural formatting, may not be reflected in this document. The published version is available at: [DOI:http://dx.doi.org/10.1108/03055721111134772 ]. application/pdf |
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DRNTU::Social sciences::Communication Djiaw, Vironica Sharma, Ravi S. Realising the strategic impact of business intelligence tools |
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Purpose – The purpose of this paper is to explore the effectiveness of business intelligence (BI) tools as enablers of knowledge sharing used by employees in the organisation. This practice-oriented article on the deployment and impact of BI tools in industry suggests a balanced scorecard (BSC) approach to performance management. More specifically, a suite of web 2.0 tools is used in the practice of BI and their impact measured with a BSC.
Design/methodology/approach – The research proposition is that the effectiveness of BI is indeed strategic and relates to its corporate performance. This claim is validated using a global information technology consultancy firm's BI unit as the lead case of an immersive field study. Research engagements with four other firms provide corroborative support.
Findings – The BSC approach to deriving targets and ascertaining outcomes was shown to be applicable to good practice. The converse is equally valid. That is, strategic performance management requires the use of BI in order to be sound. Therefore, tools such as web 2.0 and data analytics, must be outcome driven with planned targets identified.
Practical implications – BI is a necessary activity for deriving improved performance. It aids in the identification of a firm's knowledge strengths, as well as gaps with respect to its environment. The key message to executives is that Peter Drucker was right – we cannot manage what we do not measure!
Originality/value – The use of BI as a strategic knowledge management technique is a composite of a host of web 2.0 tools. It does not stand in isolation from other initiatives for exploiting knowledge in order to drive performance |
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Wee Kim Wee School of Communication and Information |
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Wee Kim Wee School of Communication and Information Djiaw, Vironica Sharma, Ravi S. |
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Article |
author |
Djiaw, Vironica Sharma, Ravi S. |
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Djiaw, Vironica |
title |
Realising the strategic impact of business intelligence tools |
title_short |
Realising the strategic impact of business intelligence tools |
title_full |
Realising the strategic impact of business intelligence tools |
title_fullStr |
Realising the strategic impact of business intelligence tools |
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Realising the strategic impact of business intelligence tools |
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realising the strategic impact of business intelligence tools |
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2013 |
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https://hdl.handle.net/10356/100262 http://hdl.handle.net/10220/18181 |
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