Linkage-exploring review matrix
| No. | Author(s) | Discipline | Industry firm characteristic region | Sample size method | Linkage(s) | Key findings |
|---|---|---|---|---|---|---|
| 1 | Calof and Wright (2008) | Marketing International business | – | Bibliometric assessment | B-I–B-I | Intelligence collection draws from the environmental scanning and strategic management fields |
| 2 | Wright and Calof (2006) | Marketing International business | Canada: technology UK: manufacturing Europe: industrial chemical | Existing studies comparison | B-I–B-I | Three studies measured intelligence collection activity with different measures and different foci, different sample frames and different questions, yet they all attempted to measure the same thing. The result is a set of differences and similarities difficult to generalize |
| 3 | Zajac and Bazerman (1991) | Management Organization Strategy | – | Previous empirical findings | B-I–C-III | New business entry failures and acquisition premiums are often the result of biases or blind spots in BI acquisition |
| 4 | Ramakrishnan et al. (2012) | Business Information systems | Large firms US BI professionals | Survey | A-I–B-II A-II–B-II | Institutional pressures lead organizations to implement BI analytics for consistency. Organizational transformation requires BI analytics to adopt a comprehensive data collection strategy |
| 5 | Singh et al. (2002) | Management Decision support Information systems | North America | Questionnaires | B-III–C-I | BI fulfillment supports operational objectives and the strategy implementation phase |
| 6 | Trim and Lee (2008) | Management Marketing | – | Literature review | B-I–C-IV C-IV–C-II | Intelligence acquisition ought to be incorporated into the strategic intelligence effort through a resilience framework |
| 7 | Daft et al. (1988) | Management Organization Strategy | 50 US manufacturers | 50 personal interviews with executives | A-I–B-I C-I–B-I | Executives increase the frequency and scope of scanning in an environment with high uncertainty. CEOs in high performing firms scan more frequently and more broadly than low performing ones |
| 8 | Babbar and Rai (1993) | Management | – | – | A-I–B-I A-II–B-I B-I–B-I | New contextual approach:environment: heterogenuous/organizational: prospector. New scanning characteristics:purpose/intent: strategic/orientation: proactive |
| 9 | Liu and Wang (2008) | Management | Commercial bank | Literature review | B-I–B-I | A mathematical model, for services business, that uses modules for forecasting performance ratios. Its accuracy depends on the quality of collected data |
| 10 | Ghosal and Westney (1991) | Management strategy | Three MNC's: general motors/Eastman Kodak/British Petroleum | 40–70 semi-structured interviews | B-I–B-I B-I–C-III | A significant gap between information needed and collected. Intelligence collection can benefit the organization in decision-making, sensitization, legitimation and inspiration |
| 11 | Gilad and Gilad (1986) | Management | – | – | B-II–B-II | Formal BI support unit at the corporate level- rather than the centralized or the decentralized one- to support BI function at the BU level |
| 12 | Bernhardt, 1994 | Management | Europe/USA: pharmaceuticals/ cleaning | Case examples | B-I–B-I | The collection phase is the first phase of the BI process that feeds planning and direction |
| 13 | Ghoshal and Kim (1986) | Management strategy | South Korea A trading company | Case study Survey | B-II–B-II | A formal unit does not guarantee the effectiveness of the business BI system. BI should be a comprehensive system for usable intelligence during decision-making |
| 14 | Prescott and Smith (1987) | Business strategy | Sheller-Globe, INC | Field research involving | B-I–B-I | Comprehensive intelligence collection approach is valuable for broad strategic decisions only. A project-based intelligence acquisition is tailored to a specific project, which increases its potential for usable intelligence |
| 15 | Abramson et al. (2005) | Business management | Academia | Experiments with MBA's. | B-III–C-II | Access to actionable intelligence disseminated affects primarily prices and profits |
| 16 | Fleischer (2008) | Business marketing | – | Literature-based | B-I–B-I | Open sources provide important data but challenges analysts with indexing, internet volatility, languages, sources, volume, Web 2.0 developments |
| 17 | McCrohan (1998) | Business marketing | – | – | B-I–C-IV | The integration of intelligence collected and security, deception and psychological operations, permit firms to create an operation gap called commercial information operations (IO) between the firm and its competitor |
| 18 | Wright et al. (2009) | Business marketing | UK banks | Interviews with 23 executives | B-I–B-I B-I–C-I | UK banks describe intelligence collection as the understanding of the competitive environment and differed in their gathering and the evaluation of intelligence collection |
| 19 | Vedder et al. (1999) | Information systems computing | petrochemical transportation, retail, insurance | Survey | B-I–B-I B-I–C-I B-I–C-III | No formal intelligence collection unit in the majority of companies. Intelligence collection was valued most by executives reporting activity. Most believed intelligence to support decision-making. CEOs reporting intelligence activity claimed its usefulness in developing and implementing strategies |
| 20 | Cheng et al. (2009) | Information management Management | Cement and electronics | Archival data | B-II–B-II | The integration of decision support and knowledge management for business intelligence generation |
| 21 | Popovic et al. (2012) | Decision support Business | Slovenia. various industries | Survey | A-II–B-II B-II–C-IV C-IV–C-III | The greater the BI system maturity, the more positive the impact on information content quality. The greater the BI System maturity, the more positive the impact on information access quality |
| 22 | Dishman and Calof (2008) | Management marketing | Canada. Tech-related industries | Survey | B-I–B-I | Disparity between intelligence needs and the one reported. Collection involved Internal and external sources |
| 23 | Heinrichs and Lim (2003) | Information science Business decision support | Academia | Survey | B-II–C-III | The web-based data mining provides speed of insight generation, the business models assist the knowledge worker with the structure and focus for sense making |
| 24 | Haeckel (2004) | Management | – | – | B-I–B-I | Sensing the periphery involves: knowing earlier, managing by wire, dispatching capabilities from the event back |
| 25 | Holsapple et al. (2014) | Business Decision support | – | Published views of scholars | A-II–B-III B-III–B-III B-III–C-II | Two paths for firms for BI analytics: specialized (firms use BI at the BU level to improve operations) or collaborative (firms use BA broadly to bring the whole organization at the same level of BI sophistication). BI analytics as a decisional paradigm depends on the firm awareness and commitment, and its analytics culture |
| 26 | Peyrot et al. (2002) | Business | Maryland and Pennsylvania Industrial wholesalers | Survey | A-I–C-IV A-II–C-IV A-III–C-IV B-I–C-II | The perceived competitiveness of the environment was positively related to intelligence use. A curvilinear relationship between organizational size and intelligence use. Managerial perceptions of intelligence is positively associated with greater intelligence use. Greater effort devoted to obtaining intelligence is associated with greater intelligence use. Intelligence was used mainly for tactical ends |
| 27 | Sawyerr (1993) | Management Strategy | Nigerian SME manufacturing | Questionnaires to 47 executives | A-I–B-I | The perceived environment uncertainty (PEU) of the task environment is greater than the PEU of the remote environment. The higher PEU, the higher the level of interest in both the remote and task environment sectors. The PEU for both sectors was not a predictor of the frequency of use of internal and personal sources of information |
| 28 | Mariadoss et al. (2014) | Management Marketing International business | US-based medical devices company | Online survey | A-III–CII B-I–C-II | Salesperson product knowledge has a positive impact on salesperson B-IVgence behaviors. The effect of salesperson product knowledge on salesperson performance is mediated by SCIB, such that the indirect relationship between product knowledge and performance is positive |
| 29 | Taylor (1992) | Business | Fortune 1,000 and 500 | Mail survey | B-I–B-I | Increased recognition of intelligence importance and lack of know-how of US intelligence users compared to European and Japanese ones |
| 30 | Michaeli and Simon (2008) | Marketing Mathematics | Tyrell, Inc vs Alpha, Inc | Case study | B-I–B-I | The use of Bayes’ theorem to calculate conditional probability, determines when more information collection is needed and evaluate the validity of warnings |
| 31 | Chung et al. (2005) | Information systems Computing | Major search engines | Meta Search | B-II–B-II | BI explorer (BIE) diminishes information overload through its genetic algorithm to cluster websites and its multidimensional scaling algorithm for graphical display of websites |
| 32 | Lenz and Engledow (1986b) | Management Strategy | – | – | B-I–B-I | A better assessment of the environment would involve the use of a broader set of models appropriate for the environment layer. For general environment (industrial and organizational). For task environment (ecological and era model) |
| 33 | Fleischer et al. (2008) | Business Marketing | EAG medium-sized, not-for-profit association | Longitudinal case study | B-I–C-I | The integration of intelligence collection with CRM, DM, MR and the use of a cross-functional team enabled a not-for profit firm to improve its marketing strategies |
| 34 | Hughes et al. (2013) | Marketing | B2B logistics | customer and salesperson survey | A-III–B-I B-I–C-II | The greater the salesperson’s customer orientation, the greater the amount of intelligence shared by the customer with the salesperson. The greater the information use, the greater the customer perceived value, the greater the share-of-wallet (quantity of sales) |
| 35 | Li et al. (2008) | Information management | Taiwan, a major ISP | Questionnaire | B-II–C-II | Decision support with BI technologies help companies identify the degree of usage, time of usage and day of usage of all customers’ clusters |
| 36 | Zheng et al. (2012) | Business Management | online retail | Academic data | B-I–B-I | LIND model, which uses site centric data performed and the full NBD/Dirichlet model for inferring key competitive measures, with far less data |
| 37 | Elofson and Konsynski (1991) | Information systems Computing | Poland | Archival case study | B-I–B-I | The knowledge cash approach guarantees the continuity of the distributed problem-solving process, in the absence of the area specialist |
| 38 | March and Hevner (2007) | Decision support Business | – | – | B-II–B-II | The challenges of data warehouses are: the nature of data (structure vs unstructured), data quality and ad hoc queries |
| 39 | Chau et al. (2007) | Information management Management | Diversified firms | Evaluation study | B-II–B-II | Redips is effective and precise in extracting in backlink search, content analysis, results visualization |
| 40 | Tanev and Bailetti (2008) | Information systems Computing | Quebec small firms | Questionnaire | B-I–C-II | A clear relationship between the collected intelligence firms used and their innovation performance |
| 41 | El sawy (1985) | Management Strategy | Silicon Valley SME High Tech | Interviews with 37 CEOs | A-III–B-I | CEOs scan systematically, their information sources (personal and external). CEOs do not delegate their scanning. Their information system is very personal and decoupled from the organizational information system |
| 42 | Gilad et al. (1993) | Business Management | Diversified firms | Case studies | B-I–B-I | The evaluation of intelligence collection identifies competitive blind spots |
| 43 | Qiu (2008) | Marketing | SCIPs and the American Marketing Association | Online survey | A-III–B-I A-II–B-I | Managers’ entrepreneurial attitude orientation has a positive relationship with their frequency and scope of intelligence scanning. Market orientation has a positive relationship with the scope and frequency of managerial scanning for competitive intelligence |
| 44 | Chaudhuri et al. (2011) | Information systems Computing | – | – | B-II–B-II | Data warehouse is challenged with the storing and extraction of unstructured data. The OLAP is challenged by multidimensional reporting. The RDBMS is challenged with the increase amount of data. ETL techs are challenged with real time decision-making |
| 45 | Ahearne et al. (2013) | Marketing | Fortune 500 media firm | Interviews | A-II–C-IV A-III–C-IV C-IV–C-II | A positive relationship between salesperson intelligence quality and salesperson performance. A positive relationship between district intelligence quality and salesperson performance. District managers' peer-network centrality buffers the negative cross-level moderating effect of district intelligence quality diversity |
| 46 | Gordon and Loeb (2001) | Information management | – | – | B-I–C-IV | Intelligence collection defense plan has two parts, the intelligence database with highly confidential information, and another destined for public |
| 47 | Maltz and Kohli (1996) | Marketing | High Tech | Survey | A-I–B-I A-II–B-I A-III–B-I B-I–C-IV | The greater the organizational commitment of a receiver, the greater the dissemination frequency. The greater the inter-functional distance, the lower the dissemination frequency and the greater the dissemination formality. The greater the market dynamism, the greater the dissemination frequency. The greater the dissemination formality the greater the intelligence use by a receiver |
| 48 | Lasserre (1993) | Management Strategy | Asia pacific | Survey | B-I–B-I | The task of information gathering is performed at two levels: regional where special unit collects information related to the economic and political climate/ national: subsidiaries where marketing/product managers collect data |
| 49 | Chen et al. (2012) | Management Information systems | – | Bibliometric study | B-II–B-II | BI 1.0 and BI 2.0 provided organizations with insights from structured and unstructured data. While these maturing technologies have their challenges, new ones also prevail with the emerging of BI 3.0 |
| 50 | Lau et al. (2012) | Information systems Computing | China, Forbes 2000 list | Evaluation experiments | B-II–C-III | The prototype BI 2.0 system for Web 2.0 intelligence proved helpful in assisting decision-makers with adaptive recommendations related to changing business context of mergers and acquisitions |
| 51 | Cheung and Li (2012) | Knowledge management Information systems | Angus Electronics | Case study | B-II–C-II | The BI prototype built in house, for sales associations discovery outperformed the commercial BI system WEKA. It provided benefits for both the operational and management level |
| 52 | Yasai-Ardekani and Nystrom (1996) | Business Management | North American firms listed in the planning forum membership directory | Questionnaires | A-I–B-I A-II–B-I | General environment changes may be less salient than task environment changes. Size does not differentially affect scanning frequency for organizations with effective systems vs those with ineffective systems. Organizations with effective scanning systems, operating in inflexible technologies, use a wider scope of scanning |
| 53 | Moro et al. (2015) | Business Information systems | – | Literature review | B-II–C-III | BI in banking is used mainly for risk prediction to better support decision-making |
| 54 | Chen et al. (2002) | Information science Decision support | – | Experiment comparison | B-I–B-I | Intelligence spiders diminishes information overload by indexing and analyzing the documents collected from websites that match the interest of the user. Intelligence spiders outperformed Lycos and within-site browsing, in precision, recall and ease of use |
| 55 | Lim et al. (1996) | Business Marketing | Ohio Diversified industries | Survey | B-I–C-I | Competitive environmental scanning is an important factor for determining a firm’s position at various stages of the internationalization process |
| 56 | Peyrot et al. (1996) | Business Marketing | USA Industrial Wholesalers | Survey | B-I–B-I | Field employees were the primary sources of information about customers, suppliers and competitors |
| 57 | Kohavi et al. (2002) | Information systems Computing | – | – | B-II–B-II | The business value is the driving force for ongoing improvement of technologies challenges. BI technologies must reduce cycle time from data collection, analyzes, to impartment |
| 58 | Lenz and Engledow (1986a) | Management Strategy | USA, Canada Diversified industries | Interviews | B-I–C-II | It is still time for experimentation before the viability of specialized scanning units for introducing environmental information into strategic decision processes can be confirmed |
| 59 | May et al. (2000) | Management | Russia | Surveys with 96 executives | A-I–B-I | A mixed pattern of task and general environment sector effects. Russian executives PEU is related to unfamiliar sectors. Source accessibility and sector importance influence the frequency of the scanning of both internal and external sources |
| 60 | Wei and Lee (2004) | Information science Decision support | – | Empirical evaluation | B-I–B-I | The NEED technique performs event detection based on event properties extracted from news stories rather than features appearing in news stories, which hinders events categorization |
| 61 | Jennings and Lumpkin (1992) | Management | The Texas savings and loan (S&L) | Questionnaires and phone interviews | C-I–B-I | Organizations with a differentiation strategy tend to scan for opportunities for growth and customer needs, and organizations with a cost leadership strategy tend to scan for threats and monitor competitors and regulators |
| 62 | Leidner et al. (1999) | Management Information systems | Sweden/Mexico Diversified industries | Survey | A-I–B-III B-III–C-III B-III–C-IV | When fulfilled BI is used by CEOs to reinforce the decision-making behaviors valued in their culture. Swedish managers reported enhanced mental models from frequent and long-term use of BI |
| 63 | Xu et al. (2011) | Information science Decision support | – | Evaluation experiment | B-I–B-I | The two-level CRF provided better extraction of comparative relations by using the complicated dependencies between relations, entities and words, and the unfixed interdependencies among relations |
| 64 | Pawar and Sharda (1997) | Information management Management | – | – | B-I–B-I | A generic guiding framework for online information retrieval: signals are collected through undirected and conditioned viewing and facts are gathered via informal and formal search |
| 65 | Christen et al. (2009) | Management Marketing | – | – | A-III–B-I A-II–B-I | It is the limited managerial capacity to analyze data and integrate insights into a decision that leads to imperfect information. The trade-off between a focused and a broad intelligence collection strategy depends to a large extent on the firm’s data processing capacity |
| 66 | Sheng et al. (2005) | Information systems Computing | – | – | B-I–C-IV | The firm gathered intelligence defensive use would be oriented toward a routine analysis of the system logs activities, elimination of unnecessary conveniences on the firm’s URls, shrink the online information lifetime, make competitors’ IAs work longer; Put false information in a firm’s own databases; Publish more soft and less hard data; Backup data more frequently |
| 67 | Brownlie (1994) | Marketing | – | – | B-I–B-I | Environmental scanning should have a broader role where it actively participates in the environment, rather than merely collect data about it in a passive fashion |
| 68 | Ebrahimi (2000) | Management | Hong Kong. service/manufacturing | A survey to 55 executives | A-I–B-I | The PSU of the task environment is greater than the remote environment. Executives are pragmatic and focus on the factors important to daily operations |
| 69 | Lin et al. (2009) | Industrial engineering Management | – | Case study | B-II–B-II | Meeting enterprises requirements’ (MER) is the most concerned criteria that senior experts evaluate in the BI system, followed by ‘meeting user’s needs’ (MUN) |
| 70 | Cho (2006) | Management International Business | 30 airline companies | Archival sources | A-III–B-I | After the environmental shift the majority of TMT widened their focus and heightened the depth of environmental scanning. The more the TMT experienced turnover, the more the changes in its environmental scanning. The heterogeneity has a moderating role on TMT turnover and scanning. The output orientation had a positive effect on environmental scanning frequency and scope |
| 71 | Elenkov (1997) | Management Strategy | Bulgaria/single business manufacturing/sales | 141 interviews with executives | A-I–B-I | The strength of the relationship between perceptions of strategic uncertainty and environmental scanning behaviors depends on the combined effect of the environmental constraints and decision-making approach |
| 72 | Fabbe-Costes et al. (2014) | Operations Management Management | France | Interviews and focus group | B-I–B-I | Scanning activities encompassed the societal level, the firm level, the functional level, the people level. No scanning involved consumers |
| 73 | Le Bon and Merunka (2006) | Management Marketing | Consumer goods, industrial and services | Questionnaires | A-II–B-I A-III–B-I | Desire for upward mobility, the effective role of recognition and motivation positively influence salespeople's willingness to share marketing intelligence from the field |
| 74 | Viaene and Bunder (2011) | Management | Diversified industries | Interviews and questionnaire | B-II–B-II | BI project managers tackle their assigned projects in a sequential order encompassing room for change and trial and error, continuous learning and partnerships |
| 75 | Sharma et al. (2014) | Business Information systems | – | Literature review | B-II–C-II | The path from the use of business analytics to organizational performance is complex. It involves three phases, namely, data to insight, insight to decision and decision to value |
| 76 | Srivastava and Coole, (2003) | Computer science Engineering | – | Case study | B-II–B-II | The mining of the web for actionable knowledge involves BI technologies for web-based content acquisition (information retrieval and information extraction) and knowledge creation (discovered knowledge filtering and the retaining of the actionable one) |
| 77 | Brown (2004) | Computer science Management | – | – | B-I–B-I | Organizations should be ambidextrous in intelligence collection, capable of building two cultures, namely, one for sensing the periphery and one core business-oriented |
| 78 | Walters et al. (2003) | Management Marketing Information systems | USA Manufacturing | Questionnaires | A-I–B-I | Operational efficiency (internal environment) and market (external environment) were crucial for all executives in the study. Intelligence collection should provide a comprehensive view of the internal and external environment, not only focus on the external environment |
| 79 | Leidner and Elam (1993) | Information systems Business | USA Diversified industries | Survey | B-III–C-III | The more frequent and longer BI support use, the faster the problem identification speed, the decision-making speed and the extent of analysis |
| 80 | Volonino et al. (1995) | Information systems Management | – | – | B-III–B-III | BI support improves information flow down to subordinates and up to executives. BI support be implemented for all business users, with a customized interface and system capabilities to support the executives’ specific needs |
| 81 | Ahituv et al. (1998) | Information systems Management | Israel Diversified industries | Interviews with 40 CEOs | C-II–B-I | Firms succeeding better with new products will show a greater correlation between strategic uncertainty and frequency of scanning of the technological, economic and socio-cultural sectors. Successful firms will exhibit more frequent formal scanning in the task environment than do less successful films |
| 82 | Belcher and Watson (1993) | Information systems Management | USA Conoco | Statistical analysis and interviews | B-III–B-III B-III–C-II B-III–C-III | There is no single way to evaluate BI support system. BI support improved productivity, and its benefits were found to exceed the system’s costs |
| 83 | Watson et al. (1991) | Information systems Management | USA Diversified industries | Questionnaire | B-III–B-III | BI support is executive-oriented, developed with a minor cost benefit analysis in an iterative process |
| 84 | Jones and Mcleod (1986) | Business Decision support | USA Diversified industries | Interview and questionnaire | A-III–B-I | When engaged in improvement projects, the executives preferred inputs from internal sources and verbal messages. When allocating resources, the executives preferred to use internal information regardless of the form |
| 85 | Elbashir et al. (2011) | Business Accounting | Australia 612 clients of BI software vendor | Survey | A-II–B-III A-III–B-III | The increased levels of operational-level absorptive capacity enhance the levels of BI assimilation. The increased levels of TMT absorptive capacity enhance the operational-level absorptive capacity. The increased levels of TMT’s absorptive capacity enhance the organizations’ BI assimilation |
| 86 | Slater and Narver (2000) | Business Marketing | Electronics | Questionnaires/ literature review/interviews | B-I–C-II | The market focused intelligence generation is positively related to superior sales growth. Intelligence Generated from repetitive experience was positively related to customer satisfaction. Intelligence generated through collaboration was positively related to superior quality. Intelligence generated through experimentation was positively related to new product development success |
| 87 | Boyd and Fulk (1996) | Management | USA: diversified industries | Survey | A-I–B-I | Strategic importance was the primary determinant of scanning. Scanning declined as the environment was perceived to be more complex. Perceived variability interacted with importance to positively affect scanning |
| 88 | Leidner and Elam (1995) | Information systems Business | USA: companies developing EIS | Survey 26 phone interviews six on-site interviews | B-III–C-III B-III–C-IV | The more frequent and the longer the manager's use of BI support, the faster the speed of problem identification, the greater the enhancement to his/her mental model the greater the extent of analysis and the speed of the decision-making process. The more frequent the manager's use of BI support, the greater the perceived information availability |
| 89 | Akter et al. (2016) | Management Business Operations management | US: business analytics | Two Delphi studies with 61 analytics practitioners, consultants and academics | B-III–C-II | The BI analytics capability model enhances firm performance. Analytics capability–business strategy alignment has a significant moderating impact on the BI analytics–firm performance |
| 90 | Arnott et al. (2017) | Information technology Business | Australia: Government, Insurance China: Insurance and online retailer | Secondary case analysis of 8 BI systems 142 Semi-structured interviewed across 4 company cases | B-III–C-II | Enterprise BI systems are effective support for Type 2 decisions (operational and management control) |
| 91 | Audzeyeva and Hudson (2016) | Information systems Business | UK: retail bank | Semi-structured interviews | B-III–C-I A-II–B-III | An organization’s ability to extract strategic BI benefits is influenced by its deep structure (core beliefs, organizational structures, control systems and distribution of power) |
| 92 | Aversa et al. (2018) | Information systems Business | UAE: formula 1 | Semi-structured interviews 52 media documents | A-III–B-III B-III–C-I | Three interrelated sources of strategic failure for decision-makers using BI support, namely, the situated nature and affordances of decision-making; the distributed nature of cognition in decision-making; and the performativity of the BI support |
| 93 | Bordeleau et al. (2020) | Information systems Operations management | Canada: Telecommunications, Electronic components | Multiple case study Interviews four cases | A-II–B-III B-III–C-II | Enterprises resources and BI capabilities are not sufficient to predict business value. They need to be combined with organizational learning and ambidextrous organizational culture |
| 94 | Brichni et al. (2017) | Software engineering Design science | France: STMicroelectronics | Interview/questionnaire BI/Business experts and users | B-III–B-III | BI4BI system is based on BI systems’ data and BI users’ feedbacks. This system provides better BI evaluation criteria, level of automation and continuous processing by relying on two complementary solutions (a system-based solution and a user-based solution) |
| 95 | Chen et al. (2015) | Information systems Operations management | US: product-centric firms | Survey of 161 managers | B-III–C-I A-I–B-III | Organizational-level BI analytics usage affects organizational value creation. Environmental dynamism moderates the BDA usage influence on value creation. Technological factors directly influence organizational BDA usage while organizational and environmental factors indirectly influence it |
| 96 | Constantiou et al. (2019) | Decision support Information systems | Northern Europe: large bank | 43 semi-structured interviews IT and business units | B-III–C-III A-III–B-III | Decision-makers use four techniques to communicate and share intuitive judgments during organizational decision-making that build on the BI output. Senior managers are prone to use intuitive judgments when these are at odds with quantitative information from the BI system |
| 97 | Côrte-Real et al. (2017) | Business Strategy | Europe: 500 firms Dun and Bradstreet database | Survey, 175 IT/business executives | B-III–C-IV | BI analytics applications can allow an effective internal and external knowledge management, which can help firms to create organizational agility. BI analytics can support organizational knowledge management, allowing the creation/enhancement of dynamic capabilities |
| 98 | Côrte-Real et al. (2019) | Business Strategy | Europe: Industry, Academic, Consultant software vendor | Delphi study, semi-structured interviews, 22 participants, 175 respondents | A-I–B-III A-II–B-III B-III–C-I | Dynamic capabilities and strategic business/IT alignment positively contribute to the BI analytics value. The strategic role of BI analytics has no significant influence on the BI analytics sustained value. Environmental volatility negatively influences BI analytics value creation |
| 99 | Côrte-Real et al. (2020) | Business Strategy | US and Europe: manufacturing, retail trade | Survey of 618 firms | B-III–C-II | BI analytics can create significant value in business processes if supported by a good level of data quality |
| 100 | Fink et al. (2017) | Industrial engineering Management | Israel: manufacturing, services | Interviews three cases | B-III–C-II B-III–C-IV | Business value is generated from BI assets via two parallel mechanisms, operational and strategic. Organizations may become ambidextrous in their BI capabilities in the same way they can become ambidextrous in their approach to organizational learning |
| 101 | Ghasemaghaei and Calic (2020) | Business | US: services, utilities, financial | Survey of 239 managers | B-III–C-II | Data variety and velocity positively enhance firm innovation performance, and finds no impact of data volume on firm performance |
| 102 | Grover et al. (2018) | Information systems Management | Ebay, CancerLinQ, Walmart, DeutscheBank, UPS | Application to use cases | A-II–B-III B-III–C-II | Increasing BI analytics infrastructure investments in the quality and quantity of data and analytical skills enhances BI capabilities, which, in turn, enables organizations to determine value targets mediated by value creation mechanisms. Contextual factors moderates the relationships between BI capabilities, value targets and mechanisms |
| 103 | Gupta and George (2016) | Information systems Operations management | Computers, financial services, internet, communications | Survey of 232 big data Analytics managers and 108 CIOs | B-III–C-II | BI analytics capability that is measured and tested to showcase a linkage to superior firm performance |
| 104 | Hallin et al. (2017) | Industrial economics Management Decision support | Scandinavia: hotels | Survey of 626 front-line personnel 3 cases | A-III–B-I B-I–C-III | An index formed through the systematic collection of frontline sensing evaluates firm capabilities and their adaptation to environmental change and offers reliable predictive information for strategic decisions |
| 105 | Kumar et al. (2020) | Operations management Business | US: Multimedia industry | 1 case (internal firm data, commercial market data and secondary data) | B-I–B-I B-I–C-II | An intelligence collection system for firms to generate competitive intelligence over time from restricted data and finds that timely recovery of disaggregated information at product-firm-market level assists the firm in superior resource allocation |
| 106 | Lin and Kunnathur (2019) | Manufacturing management Information management | Manufacturing, operations, IT industry | Survey of 251 managers | A-II–B-III | Three strategic orientations (customer, entrepreneurial, technology) and one aspect of organizational culture (developmental) are important contributors to the development of BI capability |
| 107 | Merendino et al. (2018) | Marketing Business Strategy | UK: manufacturing, services | Semi-structured interviews with 20 directors | B-III–C-III | BI disrupts the process of board level decision-making across three areas (cognitive capabilities, board cohesion, responsibility/control within senior teams) |
| 108 | Mikalef et al. (2019) | Information systems Management Computer science | Greece: Bank and Financials, consumer Goods … | Survey data from 175 CIOs and IT managers | A-I–B-III B-III–C-II B-III–C-I | BI analytics capability enables firms to generate insight that can help strengthen their dynamic capabilities, which, in turn, positively impact incremental and radical innovation capabilities. In high environmental heterogeneity, the impact of BI analytics capability on dynamic capabilities and, in sequence, incremental innovation capability is enhanced |
| 109 | Popovič et al. (2018) | Information systems Management | Construction, pharmaceuticals, home appliances | Multi-case design, 3 cases semi-structured interviews | B-III–C-II B-III–C-III | BI analytics capability along with organizational readiness and design factors facilitate better utilization of BI analytics in manufacturing decision-making, and thus, enhance high value business performance |
| 110 | Pryor et al. (2019) | Management Strategy | US: financial services, agriculture, energy production, health care, property management, software development, transportation | Surveys of 358 executives, 17 firms | A-III–B-I B-I–C-II | Top executives’ goal orientations affect their firms’ environmental scanning. Top executives who exhibit higher learning goal orientations or higher performance prove goal orientations might engage in more environmental scanning than top executives who avoid goal orientations. Firm environmental scanning is positively related to firm performance |
| 111 | Robinson and Simmons (2017) | Management Strategy | Global: oil and gas, offshore services, financial services, defense | 7 cases Semi-structured interviews corporate or business unit strategy | B-I–B-I A-II–B-I | The quality of the information source is less important in explaining information source use. Organizations rely on internal reporting on the environment, compiled using multiple channels |
| 112 | Seddon et al. (2017) | Information systems Computing | BA vendors | Assessment method 100 customer success stories | B-III–C-II | A two parts success model of BI analytics to create business value (a process and a variance model) |
| 113 | Urbinati et al. (2019) | Industrial engineering Management | Italy: big data industry | Multi-case study analysis: nine cases | A-II–B-III B-III–C-I | Provider companies create and capture value from BI by two main BI innovation service strategies (use case-driven, process-driven), which differ from each other because of three reasons (the management of data, the use of the technology, the characteristics of the analytic solution) |
| 114 | Vidgen et al. (2017) | Information systems Business | UK: mobile telecoms, broadcasting transportion | Mixed methods approach (Delphi study/interviews) 3 cases | B-III–B-III B-III–C-II | 31 key challenges in building BI analytics capabilities and 21 corresponding recommendations to create BI into business value |
| 115 | Wamba et al. (2017) | Business Information technology | China: IT and analytics | Online survey to 297 IT managers and analytics specialists | A-III–B-III B-III–C-II | The value of the entanglement conceptualization of the hierarchical BI analytics capability model, and the mediating role of dynamics capabilities process on enhancing firm performance |
| 116 | Wang et al. (2018) | Information management Management | US, Canada, Australia, China, India, the Netherlands: Health care | Analysis of 33 cases descriptions | A-III–B-III B-III–B-III B-III–C-II | BI analytics capabilities are linked to IT-enabled transformation practices and to benefits and business values. Four BI analytics capabilities (analytical capability, decision support capability, traceability and predictive capability) and three path-to-value chains (from analytical capability to IT infrastructure benefits, from decision support capability to operational benefits, from traceability to IT infrastructure benefits) |
| 117 | Reinmoeller and Ansari (2016) | Management Strategy | US: 41 industries | Archival data, semi-structured interviews | A-II–B-I B-I–B-I | Three factors contribute to the persistence of the use of intelligence collection practice (keeping it opaque to avoid the negative effects of stigmatization, constructing’ usefulness to justify its ongoing use by leveraging accepted beliefs and invoking fear of unilateral abandonment and adapting it by developing multiple versions to increase its zone of acceptability) |
| 118 | Shollo and Galliers (2015) | Operations management Information management | Scandinavia: Finance | Illustrative case study 16 interviews | B-III–C-IV | BI systems trigger a performative outcome in relation to organizational knowing through two practices (the ability to initiate problem articulation and dialogue and data selection) |
| 119 | Opait et al. (2016) | Management Strategy | Romania: IT solutions | 1 case, statistical analysis of CI budgeting | A-I–B-I B-I–B-I | Changes in strategic priorities through financial reconfiguration following environment instability. Intelligence collection budgeting in a period of instability favors reinforcing the vigilant learner position |
| 120 | Kowalczyk and Buxmann (2015) | Information systems Management Decision support | Telecom, media, finance, logistics | Multiple case study (11 cases) Semi-structured interviews | A-II–B-III B-III–B-III B-III–C-IV | Tensions that arise from the conflicting task requirements and that pose a challenge for effective BI analytics support and provide insights into tactics for managing these tensions and achieving ambidexterity |
| No. | Author(s) | Discipline | Industry firm characteristic region | Sample size method | Linkage(s) | Key findings |
|---|---|---|---|---|---|---|
| 1 | Marketing | – | Bibliometric assessment | B-I–B-I | Intelligence collection draws from the environmental scanning and strategic management fields | |
| 2 | Wright and Calof (2006) | Marketing | Canada: technology | Existing studies comparison | B-I–B-I | Three studies measured intelligence collection activity with different measures and different foci, different sample frames and different questions, yet they all attempted to measure the same thing. The result is a set of differences and similarities difficult to generalize |
| 3 | Management | – | Previous empirical findings | B-I–C-III | New business entry failures and acquisition premiums are often the result of biases or blind spots in BI acquisition | |
| 4 | Business | Large firms US | Survey | A-I–B-II | Institutional pressures lead organizations to implement BI analytics for consistency. Organizational transformation requires BI analytics to adopt a comprehensive data collection strategy | |
| 5 | Management | North America | Questionnaires | B-III–C-I | BI fulfillment supports operational objectives and the strategy implementation phase | |
| 6 | Management | – | Literature review | B-I–C-IV | Intelligence acquisition ought to be incorporated into the strategic intelligence effort through a resilience framework | |
| 7 | Management | 50 US manufacturers | 50 personal interviews with executives | A-I–B-I | Executives increase the frequency and scope of scanning in an environment with high uncertainty. CEOs in high performing firms scan more frequently and more broadly than low performing ones | |
| 8 | Management | – | – | A-I–B-I | New contextual approach:environment: heterogenuous/organizational: prospector. New scanning characteristics:purpose/intent: strategic/orientation: proactive | |
| 9 | Management | Commercial bank | Literature review | B-I–B-I | A mathematical model, for services business, that uses modules for forecasting performance ratios. Its accuracy depends on the quality of collected data | |
| 10 | Management strategy | Three MNC's: general motors/Eastman Kodak/British Petroleum | 40–70 semi-structured interviews | B-I–B-I | A significant gap between information needed and collected. Intelligence collection can benefit the organization in decision-making, sensitization, legitimation and inspiration | |
| 11 | Gilad and Gilad (1986) | Management | – | – | B-II–B-II | Formal BI support unit at the corporate level- rather than the centralized or the decentralized one- to support BI function at the BU level |
| 12 | Management | Europe/USA: | Case examples | B-I–B-I | The collection phase is the first phase of the BI process that feeds planning and direction | |
| 13 | Management strategy | South Korea | Case study | B-II–B-II | A formal unit does not guarantee the effectiveness of the business BI system. BI should be a comprehensive system for usable intelligence during decision-making | |
| 14 | Business strategy | Sheller-Globe, INC | Field research involving | B-I–B-I | Comprehensive intelligence collection approach is valuable for broad strategic decisions only. A project-based intelligence acquisition is tailored to a specific project, which increases its potential for usable intelligence | |
| 15 | Business management | Academia | Experiments with MBA's. | B-III–C-II | Access to actionable intelligence disseminated affects primarily prices and profits | |
| 16 | Fleischer (2008) | Business marketing | – | Literature-based | B-I–B-I | Open sources provide important data but challenges analysts with indexing, internet volatility, languages, sources, volume, Web 2.0 developments |
| 17 | Business marketing | – | – | B-I–C-IV | The integration of intelligence collected and security, deception and psychological operations, permit firms to create an operation gap called commercial information operations (IO) between the firm and its competitor | |
| 18 | Business marketing | UK banks | Interviews with 23 executives | B-I–B-I | UK banks describe intelligence collection as the understanding of the competitive environment and differed in their gathering and the evaluation of intelligence collection | |
| 19 | Information systems computing | petrochemical transportation, retail, insurance | Survey | B-I–B-I | No formal intelligence collection unit in the majority of companies. Intelligence collection was valued most by executives reporting activity. Most believed intelligence to support decision-making. CEOs reporting intelligence activity claimed its usefulness in developing and implementing strategies | |
| 20 | Information management | Cement and electronics | Archival data | B-II–B-II | The integration of decision support and knowledge management for business intelligence generation | |
| 21 | Popovic | Decision support | Slovenia. various industries | Survey | A-II–B-II | The greater the BI system maturity, the more positive the impact on information content quality. The greater the BI System maturity, the more positive the impact on information access quality |
| 22 | Management marketing | Canada. Tech-related industries | Survey | B-I–B-I | Disparity between intelligence needs and the one reported. Collection involved Internal and external sources | |
| 23 | Information science Business decision support | Academia | Survey | B-II–C-III | The web-based data mining provides speed of insight generation, the business models assist the knowledge worker with the structure and focus for sense making | |
| 24 | Management | – | – | B-I–B-I | Sensing the periphery involves: knowing earlier, managing by wire, dispatching capabilities from the event back | |
| 25 | Business | – | Published views of scholars | A-II–B-III | Two paths for firms for BI analytics: specialized (firms use BI at the BU level to improve operations) or collaborative (firms use BA broadly to bring the whole organization at the same level of BI sophistication). BI analytics as a decisional paradigm depends on the firm awareness and commitment, and its analytics culture | |
| 26 | Business | Maryland and Pennsylvania | Survey | A-I–C-IV | The perceived competitiveness of the environment was positively related to intelligence use. A curvilinear relationship between organizational size and intelligence use. Managerial perceptions of intelligence is positively associated with greater intelligence use. Greater effort devoted to obtaining intelligence is associated with greater intelligence use. Intelligence was used mainly for tactical ends | |
| 27 | Management | Nigerian SME manufacturing | Questionnaires to 47 executives | A-I–B-I | The perceived environment uncertainty (PEU) of the task environment is greater than the PEU of the remote environment. The higher PEU, the higher the level of interest in both the remote and task environment sectors. The PEU for both sectors was not a predictor of the frequency of use of internal and personal sources of information | |
| 28 | Management | US-based medical devices company | Online survey | A-III–CII | Salesperson product knowledge has a positive impact on salesperson B-IVgence behaviors. The effect of salesperson product knowledge on salesperson performance is mediated by SCIB, such that the indirect relationship between product knowledge and performance is positive | |
| 29 | Business | Fortune 1,000 and 500 | Mail survey | B-I–B-I | Increased recognition of intelligence importance and lack of know-how of US intelligence users compared to European and Japanese ones | |
| 30 | Marketing | Tyrell, Inc vs Alpha, Inc | Case study | B-I–B-I | The use of Bayes’ theorem to calculate conditional probability, determines when more information collection is needed and evaluate the validity of warnings | |
| 31 | Information systems | Major search engines | Meta Search | B-II–B-II | BI explorer (BIE) diminishes information overload through its genetic algorithm to cluster websites and its multidimensional scaling algorithm for graphical display of websites | |
| 32 | Management | – | – | B-I–B-I | A better assessment of the environment would involve the use of a broader set of models appropriate for the environment layer. For general environment (industrial and organizational). For task environment (ecological and era model) | |
| 33 | Fleischer | Business | EAG medium-sized, not-for-profit association | Longitudinal case study | B-I–C-I | The integration of intelligence collection with CRM, DM, MR and the use of a cross-functional team enabled a not-for profit firm to improve its marketing strategies |
| 34 | Marketing | B2B logistics | customer and salesperson survey | A-III–B-I | The greater the salesperson’s customer orientation, the greater the amount of intelligence shared by the customer with the salesperson. The greater the information use, the greater the customer perceived value, the greater the share-of-wallet (quantity of sales) | |
| 35 | Information management | Taiwan, a major ISP | Questionnaire | B-II–C-II | Decision support with BI technologies help companies identify the degree of usage, time of usage and day of usage of all customers’ clusters | |
| 36 | Business | online retail | Academic data | B-I–B-I | LIND model, which uses site centric data performed and the full NBD/Dirichlet model for inferring key competitive measures, with far less data | |
| 37 | Elofson and Konsynski (1991) | Information systems | Poland | Archival case study | B-I–B-I | The knowledge cash approach guarantees the continuity of the distributed problem-solving process, in the absence of the area specialist |
| 38 | Decision support | – | – | B-II–B-II | The challenges of data warehouses are: the nature of data (structure vs unstructured), data quality and ad hoc queries | |
| 39 | Information management | Diversified firms | Evaluation study | B-II–B-II | Redips is effective and precise in extracting in backlink search, content analysis, results visualization | |
| 40 | Information systems | Quebec small firms | Questionnaire | B-I–C-II | A clear relationship between the collected intelligence firms used and their innovation performance | |
| 41 | Management | Silicon Valley | Interviews with 37 CEOs | A-III–B-I | CEOs scan systematically, their information sources (personal and external). CEOs do not delegate their scanning. Their information system is very personal and decoupled from the organizational information system | |
| 42 | Business | Diversified firms | Case studies | B-I–B-I | The evaluation of intelligence collection identifies competitive blind spots | |
| 43 | Marketing | SCIPs and the American Marketing Association | Online survey | A-III–B-I | Managers’ entrepreneurial attitude orientation has a positive relationship with their frequency and scope of intelligence scanning. Market orientation has a positive relationship with the scope and frequency of managerial scanning for competitive intelligence | |
| 44 | Information systems | – | – | B-II–B-II | Data warehouse is challenged with the storing and extraction of unstructured data. The OLAP is challenged by multidimensional reporting. The RDBMS is challenged with the increase amount of data. ETL techs are challenged with real time decision-making | |
| 45 | Marketing | Fortune 500 media firm | Interviews | A-II–C-IV | A positive relationship between salesperson intelligence quality and salesperson performance. A positive relationship between district intelligence quality and salesperson performance. District managers' peer-network centrality buffers the negative cross-level moderating effect of district intelligence quality diversity | |
| 46 | Information management | – | – | B-I–C-IV | Intelligence collection defense plan has two parts, the intelligence database with highly confidential information, and another destined for public | |
| 47 | Marketing | High Tech | Survey | A-I–B-I | The greater the organizational commitment of a receiver, the greater the dissemination frequency. The greater the inter-functional distance, the lower the dissemination frequency and the greater the dissemination formality. The greater the market dynamism, the greater the dissemination frequency. The greater the dissemination formality the greater the intelligence use by a receiver | |
| 48 | Management | Asia pacific | Survey | B-I–B-I | The task of information gathering is performed at two levels: regional where special unit collects information related to the economic and political climate/ national: subsidiaries where marketing/product managers collect data | |
| 49 | Management | – | Bibliometric study | B-II–B-II | BI 1.0 and BI 2.0 provided organizations with insights from structured and unstructured data. While these maturing technologies have their challenges, new ones also prevail with the emerging of BI 3.0 | |
| 50 | Information systems | China, Forbes 2000 list | Evaluation experiments | B-II–C-III | The prototype BI 2.0 system for Web 2.0 intelligence proved helpful in assisting decision-makers with adaptive recommendations related to changing business context of mergers and acquisitions | |
| 51 | Knowledge management | Angus Electronics | Case study | B-II–C-II | The BI prototype built in house, for sales associations discovery outperformed the commercial BI system WEKA. It provided benefits for both the operational and management level | |
| 52 | Business | North American firms listed in the planning forum membership directory | Questionnaires | A-I–B-I | General environment changes may be less salient than task environment changes. Size does not differentially affect scanning frequency for organizations with effective systems vs those with ineffective systems. Organizations with effective scanning systems, operating in inflexible technologies, use a wider scope of scanning | |
| 53 | Business | – | Literature review | B-II–C-III | BI in banking is used mainly for risk prediction to better support decision-making | |
| 54 | Information science | – | Experiment comparison | B-I–B-I | Intelligence spiders diminishes information overload by indexing and analyzing the documents collected from websites that match the interest of the user. Intelligence spiders outperformed Lycos and within-site browsing, in precision, recall and ease of use | |
| 55 | Lim | Business | Ohio Diversified industries | Survey | B-I–C-I | Competitive environmental scanning is an important factor for determining a firm’s position at various stages of the internationalization process |
| 56 | Business | USA Industrial Wholesalers | Survey | B-I–B-I | Field employees were the primary sources of information about customers, suppliers and competitors | |
| 57 | Information systems | – | – | B-II–B-II | The business value is the driving force for ongoing improvement of technologies challenges. BI technologies must reduce cycle time from data collection, analyzes, to impartment | |
| 58 | Management | USA, Canada | Interviews | B-I–C-II | It is still time for experimentation before the viability of specialized scanning units for introducing environmental information into strategic decision processes can be confirmed | |
| 59 | Management | Russia | Surveys with 96 executives | A-I–B-I | A mixed pattern of task and general environment sector effects. Russian executives PEU is related to unfamiliar sectors. Source accessibility and sector importance influence the frequency of the scanning of both internal and external sources | |
| 60 | Information science | – | Empirical evaluation | B-I–B-I | The NEED technique performs event detection based on event properties extracted from news stories rather than features appearing in news stories, which hinders events categorization | |
| 61 | Jennings and Lumpkin (1992) | Management | The Texas savings and loan (S&L) | Questionnaires and phone interviews | C-I–B-I | Organizations with a differentiation strategy tend to scan for opportunities for growth and customer needs, and organizations with a cost leadership strategy tend to scan for threats and monitor competitors and regulators |
| 62 | Management | Sweden/Mexico | Survey | A-I–B-III | When fulfilled BI is used by CEOs to reinforce the decision-making behaviors valued in their culture. Swedish managers reported enhanced mental models from frequent and long-term use of BI | |
| 63 | Information science | – | Evaluation experiment | B-I–B-I | The two-level CRF provided better extraction of comparative relations by using the complicated dependencies between relations, entities and words, and the unfixed interdependencies among relations | |
| 64 | Information management | – | – | B-I–B-I | A generic guiding framework for online information retrieval: signals are collected through undirected and conditioned viewing and facts are gathered via informal and formal search | |
| 65 | Management | – | – | A-III–B-I | It is the limited managerial capacity to analyze data and integrate insights into a decision that leads to imperfect information. The trade-off between a focused and a broad intelligence collection strategy depends to a large extent on the firm’s data processing capacity | |
| 66 | Information systems | – | – | B-I–C-IV | The firm gathered intelligence defensive use would be oriented toward a routine analysis of the system logs activities, elimination of unnecessary conveniences on the firm’s URls, shrink the online information lifetime, make competitors’ IAs work longer; Put false information in a firm’s own databases; Publish more soft and less hard data; Backup data more frequently | |
| 67 | Marketing | – | – | B-I–B-I | Environmental scanning should have a broader role where it actively participates in the environment, rather than merely collect data about it in a passive fashion | |
| 68 | Management | Hong Kong. service/manufacturing | A survey to 55 executives | A-I–B-I | The PSU of the task environment is greater than the remote environment. Executives are pragmatic and focus on the factors important to daily operations | |
| 69 | Industrial engineering | – | Case study | B-II–B-II | Meeting enterprises requirements’ (MER) is the most concerned criteria that senior experts evaluate in the BI system, followed by ‘meeting user’s needs’ (MUN) | |
| 70 | Management | 30 airline companies | Archival sources | A-III–B-I | After the environmental shift the majority of TMT widened their focus and heightened the depth of environmental scanning. The more the TMT experienced turnover, the more the changes in its environmental scanning. The heterogeneity has a moderating role on TMT turnover and scanning. The output orientation had a positive effect on environmental scanning frequency and scope | |
| 71 | Management | Bulgaria/single business manufacturing/sales | 141 interviews with executives | A-I–B-I | The strength of the relationship between perceptions of strategic uncertainty and environmental scanning behaviors depends on the combined effect of the environmental constraints and decision-making approach | |
| 72 | Operations Management | France | Interviews and focus group | B-I–B-I | Scanning activities encompassed the societal level, the firm level, the functional level, the people level. No scanning involved consumers | |
| 73 | Management | Consumer goods, industrial and services | Questionnaires | A-II–B-I | Desire for upward mobility, the effective role of recognition and motivation positively influence salespeople's willingness to share marketing intelligence from the field | |
| 74 | Management | Diversified industries | Interviews and questionnaire | B-II–B-II | BI project managers tackle their assigned projects in a sequential order encompassing room for change and trial and error, continuous learning and partnerships | |
| 75 | Business | – | Literature review | B-II–C-II | The path from the use of business analytics to organizational performance is complex. It involves three phases, namely, data to insight, insight to decision and decision to value | |
| 76 | Computer science | – | Case study | B-II–B-II | The mining of the web for actionable knowledge involves BI technologies for web-based content acquisition (information retrieval and information extraction) and knowledge creation (discovered knowledge filtering and the retaining of the actionable one) | |
| 77 | Computer science | – | – | B-I–B-I | Organizations should be ambidextrous in intelligence collection, capable of building two cultures, namely, one for sensing the periphery and one core business-oriented | |
| 78 | Management | USA | Questionnaires | A-I–B-I | Operational efficiency (internal environment) and market (external environment) were crucial for all executives in the study. Intelligence collection should provide a comprehensive view of the internal and external environment, not only focus on the external environment | |
| 79 | Information systems | USA | Survey | B-III–C-III | The more frequent and longer BI support use, the faster the problem identification speed, the decision-making speed and the extent of analysis | |
| 80 | Volonino | Information systems | – | – | B-III–B-III | BI support improves information flow down to subordinates and up to executives. BI support be implemented for all business users, with a customized interface and system capabilities to support the executives’ specific needs |
| 81 | Ahituv | Information systems | Israel | Interviews with 40 CEOs | C-II–B-I | Firms succeeding better with new products will show a greater correlation between strategic uncertainty and frequency of scanning of the technological, economic and socio-cultural sectors. Successful firms will exhibit more frequent formal scanning in the task environment than do less successful films |
| 82 | Information systems | USA | Statistical analysis and interviews | B-III–B-III | There is no single way to evaluate BI support system. BI support improved productivity, and its benefits were found to exceed the system’s costs | |
| 83 | Watson | Information systems | USA | Questionnaire | B-III–B-III | BI support is executive-oriented, developed with a minor cost benefit analysis in an iterative process |
| 84 | Business | USA | Interview and questionnaire | A-III–B-I | When engaged in improvement projects, the executives preferred inputs from internal sources and verbal messages. When allocating resources, the executives preferred to use internal information regardless of the form | |
| 85 | Business | Australia 612 clients of BI software vendor | Survey | A-II–B-III | The increased levels of operational-level absorptive capacity enhance the levels of BI assimilation. The increased levels of TMT absorptive capacity enhance the operational-level absorptive capacity. The increased levels of TMT’s absorptive capacity enhance the organizations’ BI assimilation | |
| 86 | Business | Electronics | Questionnaires/ literature review/interviews | B-I–C-II | The market focused intelligence generation is positively related to superior sales growth. Intelligence Generated from repetitive experience was positively related to customer satisfaction. Intelligence generated through collaboration was positively related to superior quality. Intelligence generated through experimentation was positively related to new product development success | |
| 87 | Management | USA: diversified industries | Survey | A-I–B-I | Strategic importance was the primary determinant of scanning. Scanning declined as the environment was perceived to be more complex. Perceived variability interacted with importance to positively affect scanning | |
| 88 | Information systems | USA: companies developing EIS | Survey | B-III–C-III | The more frequent and the longer the manager's use of BI support, the faster the speed of problem identification, the greater the enhancement to his/her mental model the greater the extent of analysis and the speed of the decision-making process. The more frequent the manager's use of BI support, the greater the perceived information availability | |
| 89 | Management | US: business analytics | Two Delphi studies with 61 analytics practitioners, consultants and academics | B-III–C-II | The BI analytics capability model enhances firm performance. Analytics capability–business strategy alignment has a significant moderating impact on the BI analytics–firm performance | |
| 90 | Arnott | Information technology | Australia: Government, Insurance | Secondary case analysis of 8 BI systems | B-III–C-II | Enterprise BI systems are effective support for Type 2 decisions (operational and management control) |
| 91 | Audzeyeva and Hudson (2016) | Information systems | UK: retail bank | Semi-structured interviews | B-III–C-I | An organization’s ability to extract strategic BI benefits is influenced by its deep structure (core beliefs, organizational structures, control systems and distribution of power) |
| 92 | Information systems | UAE: formula 1 | Semi-structured interviews | A-III–B-III | Three interrelated sources of strategic failure for decision-makers using BI support, namely, the situated nature and affordances of decision-making; the distributed nature of cognition in decision-making; and the performativity of the BI support | |
| 93 | Information systems | Canada: Telecommunications, | Multiple case study | A-II–B-III | Enterprises resources and BI capabilities are not sufficient to predict business value. They need to be combined with organizational learning and ambidextrous organizational culture | |
| 94 | Software engineering | France: STMicroelectronics | Interview/questionnaire | B-III–B-III | BI4BI system is based on BI systems’ data and BI users’ feedbacks. This system provides better BI evaluation criteria, level of automation and continuous processing by relying on two complementary solutions (a system-based solution and a user-based solution) | |
| 95 | Information systems | US: product-centric firms | Survey of 161 managers | B-III–C-I | Organizational-level BI analytics usage affects organizational value creation. Environmental dynamism moderates the BDA usage influence on value creation. Technological factors directly influence organizational BDA usage while organizational and environmental factors indirectly influence it | |
| 96 | Decision support | Northern Europe: large bank | 43 semi-structured interviews IT and business units | B-III–C-III | Decision-makers use four techniques to communicate and share intuitive judgments during organizational decision-making that build on the BI output. Senior managers are prone to use intuitive judgments when these are at odds with quantitative information from the BI system | |
| 97 | Business | Europe: 500 firms | Survey, 175 IT/business executives | B-III–C-IV | BI analytics applications can allow an effective internal and external knowledge management, which can help firms to create organizational agility. BI analytics can support organizational knowledge management, allowing the creation/enhancement of dynamic capabilities | |
| 98 | Business | Europe: Industry, Academic, Consultant software vendor | Delphi study, semi-structured interviews, 22 participants, 175 respondents | A-I–B-III | Dynamic capabilities and strategic business/IT alignment positively contribute to the BI analytics value. The strategic role of BI analytics has no significant influence on the BI analytics sustained value. Environmental volatility negatively influences BI analytics value creation | |
| 99 | Business | US and Europe: manufacturing, retail trade | Survey of 618 firms | B-III–C-II | BI analytics can create significant value in business processes if supported by a good level of data quality | |
| 100 | Fink | Industrial engineering | Israel: manufacturing, services | Interviews | B-III–C-II | Business value is generated from BI assets via two parallel mechanisms, operational and strategic. Organizations may become ambidextrous in their BI capabilities in the same way they can become ambidextrous in their approach to organizational learning |
| 101 | Business | US: services, utilities, financial | Survey of 239 managers | B-III–C-II | Data variety and velocity positively enhance firm innovation performance, and finds no impact of data volume on firm performance | |
| 102 | Information systems | Ebay, CancerLinQ, Walmart, DeutscheBank, UPS | Application to use cases | A-II–B-III | Increasing BI analytics infrastructure investments in the quality and quantity of data and analytical skills enhances BI capabilities, which, in turn, enables organizations to determine value targets mediated by value creation mechanisms. Contextual factors moderates the relationships between BI capabilities, value targets and mechanisms | |
| 103 | Information systems | Computers, financial services, internet, communications | Survey of 232 big data Analytics managers and 108 CIOs | B-III–C-II | BI analytics capability that is measured and tested to showcase a linkage to superior firm performance | |
| 104 | Industrial economics | Scandinavia: hotels | Survey of 626 front-line personnel | A-III–B-I | An index formed through the systematic collection of frontline sensing evaluates firm capabilities and their adaptation to environmental change and offers reliable predictive information for strategic decisions | |
| 105 | Operations management | US: Multimedia industry | 1 case (internal firm data, commercial market data and secondary data) | B-I–B-I | An intelligence collection system for firms to generate competitive intelligence over time from restricted data and finds that timely recovery of disaggregated information at product-firm-market level assists the firm in superior resource allocation | |
| 106 | Manufacturing management | Manufacturing, operations, IT industry | Survey of 251 managers | A-II–B-III | Three strategic orientations (customer, entrepreneurial, technology) and one aspect of organizational culture (developmental) are important contributors to the development of BI capability | |
| 107 | Merendino | Marketing | UK: manufacturing, services | Semi-structured interviews with 20 directors | B-III–C-III | BI disrupts the process of board level decision-making across three areas (cognitive capabilities, board cohesion, responsibility/control within senior teams) |
| 108 | Information systems | Greece: Bank and Financials, consumer Goods … | Survey data from 175 CIOs and IT managers | A-I–B-III | BI analytics capability enables firms to generate insight that can help strengthen their dynamic capabilities, which, in turn, positively impact incremental and radical innovation capabilities. In high environmental heterogeneity, the impact of BI analytics capability on dynamic capabilities and, in sequence, incremental innovation capability is enhanced | |
| 109 | Popovič | Information systems | Construction, pharmaceuticals, home appliances | Multi-case design, 3 cases semi-structured interviews | B-III–C-II | BI analytics capability along with organizational readiness and design factors facilitate better utilization of BI analytics in manufacturing decision-making, and thus, enhance high value business performance |
| 110 | Management | US: financial services, agriculture, energy production, health care, property management, software development, transportation | Surveys of 358 executives, 17 firms | A-III–B-I | Top executives’ goal orientations affect their firms’ environmental scanning. Top executives who exhibit higher learning goal orientations or higher performance prove goal orientations might engage in more environmental scanning than top executives who avoid goal orientations. Firm environmental scanning is positively related to firm performance | |
| 111 | Management | Global: oil and gas, offshore services, financial services, defense | 7 cases | B-I–B-I | The quality of the information source is less important in explaining information source use. Organizations rely on internal reporting on the environment, compiled using multiple channels | |
| 112 | Seddon | Information systems | BA vendors | Assessment method | B-III–C-II | A two parts success model of BI analytics to create business value (a process and a variance model) |
| 113 | Industrial engineering | Italy: big data industry | Multi-case study analysis: nine cases | A-II–B-III | Provider companies create and capture value from BI by two main BI innovation service strategies (use case-driven, process-driven), which differ from each other because of three reasons (the management of data, the use of the technology, the characteristics of the analytic solution) | |
| 114 | Information systems | UK: mobile telecoms, broadcasting transportion | Mixed methods approach (Delphi study/interviews) | B-III–B-III | 31 key challenges in building BI analytics capabilities and 21 corresponding recommendations to create BI into business value | |
| 115 | Business | China: IT and analytics | Online survey to 297 IT managers and analytics specialists | A-III–B-III | The value of the entanglement conceptualization of the hierarchical BI analytics capability model, and the mediating role of dynamics capabilities process on enhancing firm performance | |
| 116 | Information management | US, Canada, Australia, China, India, the Netherlands: Health care | Analysis of 33 cases descriptions | A-III–B-III | BI analytics capabilities are linked to IT-enabled transformation practices and to benefits and business values. Four BI analytics capabilities (analytical capability, decision support capability, traceability and predictive capability) and three path-to-value chains (from analytical capability to IT infrastructure benefits, from decision support capability to operational benefits, from traceability to IT infrastructure benefits) | |
| 117 | Management | US: 41 industries | Archival data, semi-structured interviews | A-II–B-I | Three factors contribute to the persistence of the use of intelligence collection practice (keeping it opaque to avoid the negative effects of stigmatization, constructing’ usefulness to justify its ongoing use by leveraging accepted beliefs and invoking fear of unilateral abandonment and adapting it by developing multiple versions to increase its zone of acceptability) | |
| 118 | Operations management | Scandinavia: Finance | Illustrative case study | B-III–C-IV | BI systems trigger a performative outcome in relation to organizational knowing through two practices (the ability to initiate problem articulation and dialogue and data selection) | |
| 119 | Management | Romania: IT solutions | 1 case, statistical analysis of CI budgeting | A-I–B-I | Changes in strategic priorities through financial reconfiguration following environment instability. Intelligence collection budgeting in a period of instability favors reinforcing the vigilant learner position | |
| 120 | Information systems | Telecom, media, finance, logistics | Multiple case study (11 cases) | A-II–B-III | Tensions that arise from the conflicting task requirements and that pose a challenge for effective BI analytics support and provide insights into tactics for managing these tensions and achieving ambidexterity |
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