Business intelligence capability, organizational agility, and bank performance: Evidence from an emerging country

The use of business intelligence (BI) is becoming more common in many fields to help managers make better decisions. There are not many empirical studies on BI. The objective of this research is to analyze the influence of business intelligence capabilities, business intelligence infrastructure, and collaboration capability on organizational performance, in addition to investigating the moderating impact of employee BI experiences. The study distributed 500 questionnaires to individuals from various divisions of management, involving managers of IT, supervisors, and directors in banking institutions in Jordan. A total of 212 individuals responded to the questionnaire that was sent out, and 197 of those responses were considered valid for the purpose of statistical analysis. We used structural equation modeling (SEM) to investigate the proposed relationships. The results indicated that business intelligence capabilities, business intelligence infrastructure, and collaboration capability significantly impacted organizational performance (p < 0.05), thereby supporting all relevant research hypotheses. There is a strong link between employee BI experiences and how well a bank performs. The research found a substantial moderating influence of employee BI experiences on the correlation among business intelligence capabilities, business intelligence infrastructure, and bank performance. However, no substantial moderating effect was determined between the collaboration capabilities and bank performance in Jordan. The results of this study offer pragmatic insights for the top management of commercial banks as well as for other banking industries and stakeholders.

This study aimed to measure the impact of business intelligence capabilities on the competitive performance of Islamic banks in Jordan. The study population involved 240 senior- and middle-level managers of Islamic Banks in Jordan. The 202 managers responded to the distributed questionnaire from which 202 questionnaires were received, among which 14 were unsuitable for statistical analysis. Structural equation modeling (SEM) was used to test the hypothesized relationships. The importance of this study comes from the structure of the study variables that this study deals with the business intelligence variable as one of the renewable and evolving variables, as it allows organizations in general, and banks in particular, to manage a large amount of data, and turn it into the information of interest to the organization by following up on technological development. The study found a statistically significant effect of business intelligence capabilities represented by capabilities of business intelligence, structure, and culture of business intelligence on competitive performance. Based on the study results, the researchers recommend that managers and decision-makers more clearly interpret top management decisions to ensure the progress of the business.

Although Business Intelligence (BI) is one of the most essential technologies to be purchased, the implementation of many BI applications fails. The reasons for this failure are not clear and still not well investigated. Resource-based View (RBV) and dynamic capability theory could help to overcome this gap and to provide an appropriate theoretical basis for future research in BI area. It is considered that BI capabilities may be critical functionalities that help organizations to improve their performance and adopt to environmental change. The research objectives for this study are: (1) conceptualization and discussion on BI dynamic capability, (2) building the comprehensive framework of BI capabilities. In order to address these objectives, the remainder of the paper is structured as follows: The first sections provide the theoretical foundations of BI, RBV and dynamic capability theory. Next, the BI capability was conceptualized. Finally, a model of BI as a dynamic capability, was proposed. The study was based mainly on: (1) a critical analysis of literature, (2) an observation of different BI initiatives undertaken in various organizations, as well as on (3) interviews with managers and experts in BI. The results of this study can be used by IT and business leaders as they plan and develop BI capabilities in their organizations.

Talent management is very significant to the survive of firms in highly competitive business environment today. it refers to the application of needed employees for a firm and the programs to fit those needs and it combines employee knowledge, skills, attitude, values, competencies and work preferences. The explosive growth of Jordanian banking sector has led to an urgent need to develop talent management strategies as a means of boosting bank performance. The purpose of this study was to investigate the impact of talent management strategies on bank performance in Jordanian commercial banks. The design of the study has quantitative approach. Primary data was obtained by questionnaire instrument. The respondents in this study were line managers and HR managers in head admistrations. The number of population was 120 respondents. Random sampling was used in the study. 101completed questionnaires were analyzed as a final sample. Three hypotheses have been developed through literature review and tested using descriptive analysis and independent t-sample test performed by SPSS. The results indicate a positive association of attracting, developing and retaining talents with bank performance. bank management is advised to keep developing the attracting mechanism they have applied in order to cope with the changes in the business environment and stay competitive. Also, its advised to maintain developing the motivation system according to the labor market conditions and competitivnes in order to retain talented staff and to avoid labor turnover. As it should concentrate on the rewards mechanizim as a main key to retain talents. future studies recruiting larger sample sizes are needed. Furthermore, prospective studies should effectively compare Jordanian bank performance with other banks in the Middle East based on these variables.

Scholars and practitioners have trumpeted business intelligence (BI) capability as a game-changer due to its significant impact on firm performance. Despite these claims, the amplifying and underlying mechanisms governing the relationship between BI capability and organizational performance are still in their infancy. This research examines the nexus between BI capability, decision-making speed, comprehensiveness, and organizational performance. This study, drawing on knowledge-based theory, proposes a conceptual model to explain how BI capability influences organizational performance through decision-making speed and comprehensiveness and the moderating role of firm size. The proposed moderated-mediated model was tested using survey data from 236 respondents occupying leadership positions in various Jordanian industries. Partial least squares structural equation modeling (PLS-SEM) was used to diagnose the proposed model. BI capability indirectly affects firm performance through decision-making speed and comprehensiveness. These mediating effects do not vary by company size. This paper contributed theoretically and practically to the BI framework considering decision-making, firm performance, and firm size. Implications for theory-building and practice are described.

The study aims to examine the impact of key financial factors, including capital adequacy, cost-to-income ratio, loans compared to deposits ratio, debt-to-equity ratio, and bank size, on the performance of banks in Jordan during the period from 2006 to 2023. Upon determining that all variables in the study were binary, either zero or one, through the Im, Pesaran, Shin, and Philip-Perron tests, we analyzed the banks' annual data utilizing autoregressive distributed lag (ARDL) methodology. The study's findings indicated that capital sufficiency and cost-to-income ratios adversely affect Jordanian banks' short- and long-term profitability. The loan-to-deposit ratio positively impacted the long-term performance of Jordanian banks while leaving their short-term performance unaffected. The size of the bank positively influenced both its long-term and short-term success. The debt-to-equity ratio did not influence their performance in the long term versus the short term. According to the authors, investors should consider capital adequacy, loan-to-deposit ratio, cost of capital, and bank size when making investment selections. The management of Jordanian banks should not retain excessive capital. The administration of Jordanian banks must achieve an equilibrium between profitability and liquidity goals by implementing appropriate lending policies.

The study aimed to identify the impact of organizational agility on financial performance in commercial banks in Jordan. The study identified three variables: organizational agility dimensions, organizational control pillars, and organizational agility steps. The study used a questionnaire to obtain primary data. The questionnaires were distributed to some commercial departments in Jordan related to the study's variables and objectives. The most important results of the study include: a statistically significant impact on financial performance in terms of organizational agility dimensions, steps, and pillars. Among the study's most important recommendations is the need to adopt innovative ideas, whether for employees or customers, in commercial banks. These ideas should be studied through regulations and instructions, and the best ideas that achieve financial objectives and improve the financial performance of commercial banks in Jordan should be selected. It is also necessary to disclose, in special reports, the benefits and costs of implementing modern management methods in commercial banks, identifying short-term and long-term effects to persuade bank owners to implement modern management methods.

Besides promoting economic progress and national development, performance of commercial banks is vital in order to reward shareholders for their investment. The Kenyan banking sector has continuously invested in business intelligence capability with most banks' management justifying the investment to achieve the expected growth and improved efficiency in operations from use of data. This study focused on investigating business intelligence infrastructure capabilities on performance of commercial banks in Kenya. The study was anchored on Resource-Based View Theory. An explanatory non-experimental design was employed to conduct a census involving the 43 commercial banks in Kenya. The heads of IT, Operations Managers and Credit Managers of the commercial banks were the respondents. Both primary and secondary data were applied. A semi-structured questionnaire was used to gather primary data whereas secondary data was gathered from banks audited financial statements using data collection sheet. Descriptive and inferential statistics were applied for analysis. Means, standard deviation and frequencies were used. Ordinary least squares model was also used in analysis. The study results were relayed in charts, graphs and tables. The study concludes that business intelligence infrastructure capabilities have a positive effect on bank performance. It was recommended that the leadership of commercial banks should embrace business intelligence infrastructure capabilities to augment performance.

The aim of this paper is to examine the moderating effect of analytical decision-making (ADM) on the relationship between business intelligence drivers [business intelligence (BI), external drivers (EXD) and innovation capacity (INC)] on organisational agility (ORA) in the Jordanian banking sector using mobile banking applications. This study was conducted on four Jordanian banks using mobile banking applications. Approach data were collected in total and 300 out of 360 surveys were valid for the analysis. By carrying out partial least squares hypotheses and applying the confirmatory factor analysis, the item reliability, convergent validity and discriminant validity were assessed. We tested the loadings and the t-statistics of the indicators on their corresponding constructs. The findings revealed that there is a certain statistical effect of BI, EXD and INC on ORA; there is an important role of ADM culture as the mediator on the relationship between BI, EXD and INC and ORA. Keywords: Business intelligence, external drivers, innovation capacity, organisational agility, mobile banking application.

This study aimed to determine strategic agility impact on employees’ performance in commercial banks in Jordan. A self-administrated questionnaire was developed according to research objective and hypotheses. The research population consisted of all managerial employees in Jordanian commercial banks. A random sample was selected consisting of 250 staff members who have senior administrative and supervisory positions in the commercial banks. Statistical techniques were used to test the research hypotheses. The research concluded a set of outcomes, the most important is strategic agility with its dimensions have an impact on employee performance in the commercial banks in Jordan. The research also concluded that strategic agility dimensions (strategic sensitivity, core capabilities, clarity of vision, strategic goals information technology selection, and share responsibility) influence on employee's performance in commercial banks in Jordan. The study recommended that commercial banks in Jordan have to adopt strategic agility approach to improve their employee's performance. The commercial banks must exert their best efforts to rapidly adapt to surrounding environmental variables. Commercial banks have to pay attention to human capital, which plays a major role in achieving good performance.

Background: In today’s rapidly evolving business environment, organizational agility (OA) has become increasingly critical for companies to maintain competitiveness and sustainability. Business intelligence (BI) is pivotal in enabling organizational agility by providing the necessary tools and insights to navigate uncertainties and capitalize on opportunities. This study aimed to investigate the relationship between BI and organizational agility, particularly within the pharmaceutical manufacturing sector in the Middle East and North Africa (MENA) region. The systematic literature review followed Kitchenham’s guidelines, which was supplemented with a VOS analysis to visualize the interconnectedness of BI and organizational agility. The analysis revealed a direct relationship between BI and organizational agility, with the critical variables of innovation, competitive advantage, firm performance, and dynamic capabilities influencing this connection. The MENA region shows promise in contributing to this field, but further research is needed. Leveraging BI capabilities can enhance organizational agility, positioning companies for sustained success amidst uncertainty. Addressing challenges and fostering a supportive organizational culture is essential for realizing the full potential of BI-driven agility. This study makes an original and timely contribution by examining the relationship between business intelligence (BI) and organizational agility (OA) through a systematic literature review across multiple countries. The study focuses specifically on the Middle East and North Africa (MENA) region, which has received insufficient attention in previous research. Unlike previous studies that focus on isolated cases, this work combines bibliometric analysis with a structured review methodology. It provides a clear summary of how BI supports key outcomes such as innovation, dynamic capabilities, and competitive advantage

This study aimed to determine the impact of liquidity risk on financial performance of Jordanian banks, where liquidity risk was measured by (Liquidity ratio, net working capital, cash and investment ratio to total deposits), and financial performance was also measured through the index (return on assets) and the modifying variable (bank size) measured through the natural logarithm of total assets was also added. To achieve the objectives of the study, the analytical quantitative approach was adopted. The study community consisted of all 13 commercial banks listed on the Amman Stock Exchange. All banks in the study community were selected as a study sample using the comprehensive survey method, and the statistical analysis program (SPSS) was used to test the study hypotheses. Based on the results of the statistical analysis, it was found that there was an impact of liquidity risk on financial performance measured by return on assets in Jordanian commercial banks listed on Amman Stock Exchange, and there was an impact for each of (current liquidity ratio, net working capital, cash and investment ratio to total deposits) on financial performance measured by return on assets in Jordanian commercial banks listed on Amman Stock Exchange. It was also found that the size of the bank contributes to modifying the effect of liquidity risk on financial performance measured by return on assets in Jordanian commercial banks listed on Amman Stock Exchange. The study concluded a set of recommendations, the most important of which are: commercial bank administrations should increase interest in exploiting their liquidity within acceptable risk limits to reach optimal ratios for financial performance by balancing the returns to be achieved with the potential risks of such expenses in a way that ensures the positive impact of liquidity risk on the financial performance of those banks.

In assuring organizational agility, informing activities play a key role by sensing the environment for important changes. A special part has to be assigned to business intelligence (BI) activities, since their exact task is to monitor the environment and detect important issues to provide ground for well-informed responses. In turbulent business environment, BI function has to adjust dynamically to maintain the quality of produced insights. A survey on published research has shown that many sources stress the importance of agile BI on organizational agility in general. However, the importance of managerial and especially cultural factors for the role of informing in building up agility competencies is under-researched. The technology factors of agile informing that create preconditions for organizational agility are much better researched and evaluated than their human and managerial counterparts. There appears to be a need for consistent research approach in favor of the less researched human and managerial factors. The goal of this paper is to define research framework by addressing agility issues at three levels: organizational, information and BI agility. This framework is going to serve as a foundation for planned research on the factors of BI agility.

An increasing number of banks in Kenya are launching newer mobile banking platforms which has led to increase in competition in the banking sector, where each commercial bank is penetrating to ensure that they keep in their competitive perspective and attract more likely customers by bringing the services of mobile banking next to their doorsteps. However, it is not clear how characteristics of a firm and management of risks influence the relationship the services of mobile banking and performance of banks in Kenya. The main objective of this research was to find out the relationships among the services of mobile banking, management of risks, characteristics of firms and performance of banks in Kenya. The specific objectives were: to evaluate the effect of mobile banking services on performance of banks, to institute the effect of risk management on the state between mobile banking services and performance of commercial banks, to investigate the effect of firm characteristics on the relationship between mobile banking services and performance of commercial bank and finally, to determine the combined effect of mobile banking services, risk management and firm characteristics on performance of banks. This study used the CAMELs Model evaluation system that examines capital adequacy, asset quality, management capacity, income, and liquidity of banks and therefore establishes the overall unsoundness of banks to measure operation. The study used a positivism research philosophy and descriptive research design. The study consisted of 43 commercial banks and utilized correlation and regression analysis to institute the relationship among mobile banking services and performance of bank. The Baron and Kenny (1986) formulation was used to test the intervening and moderating effect of management of risks and firm characteristics respectively on the relationship between mobile banking services and banks performance. Finally, the multiple regression analysis was used to test the joint result of mobile banking services, risk management, and firm characteristics on the banks performance H01 results indicate that a significant relationship between account-to-account transfer, mobile money, and the performance, H02 indicate that the relationship between mobile banking services, liquidity risk and bank performance is statistically significant whereas the relationship between mobile banking services, market risk and performance is not statistically significant. H03 indicate that the size of a firm have no significant effect on the relation between mobile banking services and performance of banks and H04 indicate that mobile banking services, risk management and firm characteristics have significant effect on the performance of commercial banks. The study is contributing to the theory of information systems since it has shown how increase in the use of mobile banking services which leads to improved performance of banks. The study recommend to regulators to ensure management of risks is adhered to in mobile banking services by commercial banks in Kenya to better operation.

Purpose: To examine the effect of organizational agility on the performance of commercial banks in Nairobi City County, Kenya, in the context of adapting to market changes and evolving customer demands and regulatory requirements. Methodology: The research employed a mixed-methods design that integrated both quantitative and qualitative approaches to explore the relationship between organizational agility and bank performance in Nairobi City County, Kenya. Quantitative data was collected using structured questionnaires administered to 108 branch and operational managers, focusing on variables such as organizational agility and bank performance. Additionally, qualitative insights were gathered through semi-structured interviews with 38 Chief Executive Officers, which facilitated an in-depth examination of strategic flexibility practices. Participants were selected through stratified random sampling, resulting in a high response rate. The data collection process adhered to ethical guidelines and included a pilot study to ensure the instruments' reliability and validity. Quantitative analysis consisted of descriptive statistics, correlation, and regression analyses, while qualitative data were thematically analyzed to provide comprehensive insights. Findings: The findings on organizational agility in commercial banks in Nairobi City County reveal a high level of adaptability among respondents, with quantitative data collected via eight questionnaire items demonstrating significant agreement across various aspects of agility. The statement with the highest mean score of 4.19 (SD = 0.76) emphasized the bank's focus on actively seeking and valuing customer feedback, while the lowest mean of 4.03 (SD = 0.79) indicated potential improvements in decision-making speed related to organizational structure. Overall, all mean scores exceeded 4.00, confirming a strong perception of organizational agility. Additionally, a simple linear regression analysis illustrated that organizational agility significantly predicts bank performance, with an R-value of 0.681 and an R-squared value of 0.464, indicating that it explains 46.4% of the variance in performance. The unstandardized coefficient for organizational agility was 0.625 (SE = 0.049), suggesting that a one-unit increase in agility is associated with a 0.625-unit improvement in performance. Qualitative interviews with bank executives and managers further supported these findings, emphasizing that organizational agility directly translates into better financial performance and customer satisfaction, thus reinforcing the critical role of organizational agility in enhancing performance within the competitive banking environment. Unique Contributions to Theory, Practice and Policy: The study provides valuable insights for banking executives by highlighting the importance of organizational agility in enhancing responsiveness to market changes. Regulatory bodies can leverage these insights to formulate policies that support the adaptability and resilience of the banking sector. The findings encourage academic researchers to further explore the theoretical connections between strategic management and dynamic environments, thus contributing to the academic discourse on strategic flexibility. Key recommendations for commercial banks emphasize the need to prioritize the development of organizational agility to improve their responsiveness to market changes.