Driving circular economy through business intelligence: managing complexity via innovation culture and effective decision-making

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.

Type of the article: Research ArticleAbstractInvestments such as technological investments in useful marketing intelligence are an important organizational challenge because companies raise the pace of their digital transformation activities. The research is based on the Resource-Based View and Dynamic Capabilities Theory and aims to investigate how the data on important organizational and technological enablers’ data-driven culture, technological readiness, top management support, and marketing analytics maturity influence Business Intelligence (BI) capability in marketing functions. The primary data were gathered between February and May 2025 with the help of a structured online survey among the marketing managers, BI specialists, analytics professionals, and IT decision-makers, working in Amman, Irbid, Zarqa, and Aqaba, Jordan. Based on a purposive sampling technique, 602 valid responses were interpreted with the help of Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings show that Marketing Analytics Maturity has the most significant impact on BI capability (β = 0.367, p = 0.001), then Data Culture (β = 0.321, p = 0.001) and Technological Readiness (β = 0.287, p = 0.01). The positive, relatively weak effect (β = 0.224, p < 0.05) is demonstrated by Technology Readiness. The structural model shows significant explanatory power and explains 78.1 percent of the variance on BI capability. Such results indicate that building BI capabilities among emerging market companies is not as much about acquiring technology, but rather about integrating managerial support and analytics maturity, which emphasizes the importance of readiness in an organization in changing digital investments into the value of marketing intelligence.

The study's objective is to investigate the business intelligence (BI) capabilities of public sector organizations as well as the essential success variables associated with those skills. The research was carried out due to the fact that there has been a growth in the usage of BI, and a large number of the tools that are utilized in its operations are not reviewed, despite the fact that the influence of the user is considered to be one of the primary concerns associated with it. The study used a quantitative research method to look at Malaysian organizations and come up with some hypotheses to test the variables related to BI's capabilities in the public sector of an organization. There were good, reasonable samples of people who took part in the research. A questionnaire was used to get the information. When examined, the findings confirmed the correctness of every hypothesis made. Therefore, there is a connection between elements involving infrastructure, teams, data, top-level support, and user participation in data quality. The findings of this study helped determine whether or not there is a correlation between data quality and the speed with which business data is updated across geographies, the precision with which data is captured, the timeline with which it is processed and reported, and the ease with which key performance measures can be established at various operational levels within the company.

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.

Organisations face barriers in the transition towards a circular economy. Environmental management systems have often been adopted to tackle environmental challenges, but, more recently, scholars have proposed dynamic capabilities as a strategy to foster circular economy initiatives. Considering the level of internalisation of the environmental management system, we investigated the contribution of dynamic capabilities to organisation performance and circular economy implementation. Using partial least squares structural equation modelling, we analysed more than 800 European organisations registered with the Eco‐Management and Audit Scheme. Our results proved that dynamic capabilities contribute to the internalisation of the environmental management system, which consequently improves the overall organisation performance and circular economy adoption. In addition, while dynamic capabilities directly influence the circular economy and environmental performance of an organisation, EMAS internalisation is crucial for a better economic performance and environmental reputation. Lastly, we assessed the contribution of sensing, seizing and reconfiguring capabilities to the internalisation of the environmental management standard proving their crucial role in the integration of the standard's requirements. Our study highlights the scarce linkages between the Eco‐Management and Audit Scheme and the circular economy by suggesting how organisations can identify and pursue circular economy opportunities through dynamic capabilities.

درجة مساهمة القدرات الديناميكية في تحسين قدرات ذكاء الأعمال دراسة تطبيقية على الجامعات الفلسطينية الخاصة بمحافظات غزة (The Degree of Dynamic Capabilities Contribution to Improve Business Intelligence Capabilities: An Applied Study in Palestinian Private Universities at Gaza Governorates)

The concept of the Circular Economy (CE) is an increasingly attractive approach to tackling current sustainability challenges and facilitating a shift away from the linear “take-make-use-dispose” model of production and consumption. The public sector is a major contributor to the CE transition not only as a policy-maker but also as a significant purchaser, consumer, and user of goods and services. The circularization of the public sector itself, however, has received very little attention in CE research. In order to explore the current state of knowledge on the implementation of CE practices and strategies within Public Sector Organizations (PSOs), this research aims to develop an overview of the existing literature. The literature review was designed combining a systematic search with a complementary purposive sampling. Using organizational sustainability as a theoretical perspective, the main results showed a scattered landscape, indicating that the limited research on CE practices and strategies in PSOs has focused so far on the areas of public procurement, internal operations and processes, and public service delivery. As a result of this literature review, an organizational CE framework of a PSO is proposed providing a holistic view of a PSO as a system with organizational dimensions that are relevant for the examination and analysis of the integration process of CE practices and strategies. This innovative framework aims to help further CE research and practice to move beyond current sustainability efforts, highlighting that public procurement, strategy and management, internal processes and operations, assessment and communication, public service delivery, human resources dimensions, collaboration with other organizations, and various external contexts are important public sector areas where the implementation of CE has the potential to bring sustainability benefits.

This study aims to investigate the impact of Business Intelligence Systems (BIS) on the quality of strategic decision-making in top-level management. The independent variables in this study are Data Quality, Data Visualization, and BI Management, while the dependent variable is the Quality of Strategic Decision-Making. Additionally, the study explores the moderator variable, BI Scope, to further understand the relationship between BIS and the quality of strategic decision-making. By providing valuable insights into the relationship between BIS and the quality of strategic decision-making, this study contributes to the existing body of knowledge on business intelligence and strategic decision-making. The findings show that BI Management, BI Scope, Data Quality, and Data Visualization have substantial and favorable correlations with the quality of strategic decision-making. Effective BI Management techniques contribute to higher decision-making quality, emphasizing the necessity of BI resource management. The study also underlines the importance of BI Scope as a moderator variable, demonstrating its impact on the connection between BI and quality of decision-making. In addition, the research shows that Data Quality and Data Visualization have a considerable influence on strategic decision-making quality. Using effective visualization tools and ensuring high-quality data improves the results of decision-making processes. The interaction impact between BI Scope and Data Quality, on the other hand, was determined to be non-significant.

This study investigates how business intelligence capabilities (BIC) influence competitive performance (COP) in the Thai hotel industry, with a particular focus on the mediating role of innovation capability (INC). Drawing on the Resource-Based View and Dynamic Capabilities Theory, the study develops a structural model proposing that BIC improves COP both directly and indirectly through INC. Using stratified random sampling based on classifications from the Tourism Grading Council of Thailand, data were collected from 180 hotel managers through a structured questionnaire. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to test the proposed relationships. The results show that BIC does not directly affect COP, but has a strong and significant indirect effect through INC, indicating that innovation capability fully mediates this relationship. These findings highlight the importance of strengthening innovation to convert business intelligence insights into a competitive advantage. The study adds to the literature on business intelligence and innovation management by providing empirical evidence from the hospitality sector in an emerging market. It also stresses the strategic need to align business intelligence systems with innovation activities to achieve sustainable performance. The study offers originality by demonstrating that innovation capability fully mediates the link between business intelligence capabilities and competitive performance in the underexplored context of Thai hotels.

Circular economy (CE) is seen as one key strategy to a more sustainable paradigm and to achieve the United Nations Sustainable Development Goals (SDGs). Due to their role-model function, public sector organizations are expected to lead the transition to sustainable development not only by setting the agenda but also by improving their own organizational sustainability through the implementation of CE practices. Assessment can ease the integration of CE efforts, and it has been increasingly implemented in public sector organizations. Despite this trend, there is no comprehensive review of existing CE assessment approaches either in public or in similar service sector organizations. This chapter aims to bridge this gap by providing a systematic overview and analysis of 27 existing CE assessment approaches (1) for public sector and (2) service sector organizations, as well as for (3) CE assessments that can be applied in any organization. The findings show that there is no commonly accepted and standardized approach to assess CE efforts of public or related organizations and practitioners, who have little guidance. Existing assessment approaches in public organizations focus either on management areas, such as procurement, or on services, such as higher education. In the service sector and related organizations, there are approaches to support CE assessment at the entire organizational level, covering more areas. Overall, the dominant CE assessment method is the Life Cycle Assessment. Crucially, whilst CE assessments are related to sustainability assessments, this link is underdeveloped. This research contributes to the nascent body of CE assessment literature by shedding a light on the so far neglected public and service sectors. It further helps public sector practitioners to depart from existing assessment efforts when developing new approaches.

Purpose The adoption of circular economy (CE) practices in the construction and demolition (C&D) sector remains limited, primarily due to a lack of practical knowledge about critical success factors, tools, techniques, and enabling technologies. Despite its strong potential to support Sustainable Development Goals (SDGs), CE implementation faces several barriers. This study aims to empirically identify and analyze the key success and failure factors, benefits, tools and technologies essential for effective CE adoption in C&D organizations, with a focus on enhancing global waste management practices. Design/methodology/approach A pilot survey was selected as the most suitable methodology, given that CE adoption in the C&D sector is still in its infancy. The survey targeted a diverse group of professionals, including managers, architects/designers, manufacturers, suppliers, engineers, contractors, facility managers and CE experts from the large enterprises and SMEs worldwide to collect relevant research information. The structured questionnaire was distributed to 300 participants and received 109 valid responses over a six-month period. Findings The study findings reveal that “Developing a market for circular materials and products” is a key success factor for CE adoption. Conversely, the most significant failure factors are “Limited market demand for secondary or recycled materials” and “Reluctance to use recycled products due to perceived quality concerns”. The results further highlight that successful CE implementation leads to greater conservation of natural resources, a reduction in greenhouse gas (GHG) emissions, improvements in public health, increased promotion of recycled materials, and enhanced regulatory compliance. Additionally, the analysis identifies artificial intelligence (AI), the Internet of Things (IoT), blockchain, vision-based robotic systems and digital twin as the most prominent technologies playing a crucial role across all stages of the CE adoption framework. Research limitations/implications The study is limited by its sample size, as CE adoption in the C&D sector is still in its early stages, making it challenging to collect extensive data. Non-parametric methods were used for analysis. Future research should incorporate larger and more geographically diverse samples to explore cross-regional variations and enable parametric analyses for deeper insights. Practical implications The findings provide actionable insights for managers, planners, decision-makers, and researchers to understand the critical success and failure factors before implementing CE within their organizations. Additionally, the study helps convince top management of the benefits of CE adoption by presenting a comprehensive overview of its advantages. Furthermore, the research offers guidance to decision-makers in selecting the most appropriate Industry 4.0 technologies for each stage of the CE adoption framework. Originality/value This is the first global empirical study that integrates success factors, failure factors, and benefits of CE adoption in the C&D sector while examining the application of Industry 4.0 technologies across all stages of the CE adoption framework. The research contributes to both theoretical and practical understanding, offering a strategic roadmap for effective waste management in the C&D sector.

This paper intends to conduct a study review and propose a conceptual framework to be used in the implementation of POS system targeted for Small and Medium Enterprises in Indonesia. The study covers THREE domain areas which includes review on similar systems, software & tools utilizations together with system architecture and design. The utilization of appropriate POS system with Business Intelligence capability will enable better decision making through insight analysis. Thus, this paper develops a conceptual framework in which leads towards the implementation of the POS System with Business Intelligence capability and uses an existing SME in Indonesia as the subject of the study

Circular economy (CE) is a concept that is gaining attention as an approach to help accelerate the transition towards sustainability. Research has focused on the adoption of CE practices in the business sector while the adoption within public sector organisations has been relatively overlooked. Examining CE adoption in the public sector through the perceptive of employees is crucial because of their expertise in the organisation where they work. The main aim of this study is to identify what public employees perceive as suitable CE practices for their organisations and their critical role in implementation. As the adoption of CE practices is influenced by social and material configurations, this research has taken a case study approach, focused on the Portuguese Central Public Administration. Semi-structured interviews were conducted with public employees working on CE and sustainability issues, and a complementary analysis was undertaken of governmental reports and legislative documents. The results show that public employees view the existence and potential of CE practices mainly in the area of public procurement but also in resource efficiency and optimisation, dematerialisation and in practices related to the R-hierarchy including reduce and reuse. Both technical-oriented practices aimed to achieve traditional resource efficiency, and human-centred practices targeted at reducing consumption and sharing resources have been identified. This research provides insights into how a specific group of stakeholders envisions CE activities for their sector. Identification of practices for central public sector has the potential to assist decision-makers in the process of defining priorities for CE planning, implementation and monitoring. This study focusing on CE practices in central public sector organisations contributes to the calls for an inclusion of human/socially-based practices centred around consumption reduction, sharing and dematerialisation activities to enhance the transformative and innovative potential of CE.

Currently, public sector organizations are implementing creativity training programs with the aim of enhancing employees' creative and innovative behavior. However, there exists a dearth of knowledge regarding creativity training in public sector organizations. Therefore, the present study seeks to investigate the adoption of creativity training programs as a form of reform in the public sector work context, drawing inspiration from the private sector. To gather data for this research, a qualitative approach utilizing one-on-one interviews was employed. Three organizations in the United Arab Emirates (UAE) were selected as the research sites. The sample consisted of nine key decision-makers who were queried about their conceptualization of creativity training, the primary types of creativity training employed, the effectiveness of creativity training at the individual level, and the work context factors that impact the effectiveness of these programs. A thematic analysis was employed to code the collected data. NVivo (version 14) was utilized for data analysis. The interviews successfully achieved the study's objectives and addressed the research questions. The results indicated that the definition of creativity training in the UAE aligns with previous research definitions. Furthermore, the most widely implemented creativity training programs in the public sector included brainstorming, creative problem-solving, the six thinking hats, and courses on creativity and innovation. Moreover, creativity training was found to be an effective tool at the individual level within the public sector. The findings identified eight work context factors that influence the effectiveness of creativity training programs. This study contributes to the existing literature on both the public sector and creativity training. Additionally, it demonstrates the applicability of the Climate for Creativity (KEYS) instrument, developed by Amabile et al. (1996) as a means of assessing the climate for creativity and innovation in the work context and evaluating factors that impact the effectiveness of creativity training in public sector organizations. The utilization of qualitative methodology in this field is an additional contribution of this research, as limited studies have employed such an approach. Furthermore, this study lays the foundation for future researchers interested in this field, particularly within a new regional context, such as the UAE. Keywords : creativity training, public sector, New Public Management Reforms, the United Arab Emirates. DOI : 10.7176/EJBM/16-5-01 Publication date : June 30th 2024

There has been a continuous surge in the research around the concept of circular economy (CE). In today's world, for the organizations to be effective, economic growth with minimum disruption of the environment has become essential. To address this issue, various organizations around the globe are switching to the CE, wherein the natural resources are judiciously utilized and the wastage is minimized. In the CE literature, the ‘human side of organizations' has seldom converged with the adoption of CE. The aim of this chapter is to demonstrate the manner in which human resource management can contribute toward the adoption of CE. The relationship between human resources and CE focuses on the economic, social as well as the environmental dimensions, integrating the concepts of eco-innovation, leadership, top-management commitment, Green HRM practices and the supremacy of communication in the adoption of CE. The pivotal role of human resources in transition toward the CE can be largely attributed to the stakeholders' theory and the resource-based view. The role of human resource management leads in the development of a conceptual framework positioning the CE as a precursor to organizational sustainability. The recommendations for future research on the CE and the contribution of HRM toward the smooth transition to the CE are suggested.