The Mediating Role of Organization Agility between Business Intelligence & Innovative Performance

Purpose: This study aims to develop a research model to investigate how the structure and mechanisms of innovation crowdsourcing influence knowledge management and innovation performance, based on the perspectives of open innovation theory and the knowledge-based view (KBV) of the firm. Design/Methodology/Approach: The research model and associated hypotheses were tested using partial least squares structural equation modelling (PLS-SEM), based on a dataset from the Microsoft Power BI community of business intelligence (BI) and analytics tools. Findings: The results show that both organisational and technical mechanisms of the community positively influence the community structure. The community structure has a positive impact on knowledge acquisition, knowledge transformation and the size and diversity of crowd participation. The mechanisms of innovation crowdsourcing and knowledge transformation in turn have a strong influence on innovation performance. Originality: This study is among the first to provide analytical insights into the mechanisms of innovation crowdsourcing and their underlying impact on innovation performance in the context of BI and analytics tools that exhibit a multiplicity and complexity of functions and capabilities. It therefore provides strategic guidance on how to effectively stimulate crowd intelligence and maximise the collaborative and synergistic effectiveness of innovation crowdsourcing communities, focusing on knowledge management practices and user innovation behaviour and performance.

This study aims to empirically measure and test a conceptual model of the magnitude of the influence of organizational culture, IT Maturity Level, and data quality on the successful implementation of business intelligence systems and their implications for innovation performance. The areas of our empirical study through the hypotheses testing were: the estimation of the effect of business intelligence on financial performance; the impact of business intelligence on innovation; the effect of business intelligence on brand success; the impact of innovation on brand success; the impact of innovation on financial performance. The study sample included 4 commercial banks and 58 conventional commercial banks in the category of national private commercial banks of Indonesia, hence, the total sample in this study was 62 banks. This study used non-probability sampling techniques with purposive sampling techniques at conventional commercial banks in Indonesia. The data analysis method uses Covarian Based-Structural Modeling (CB-SEM) with programming tools that support primary data analysis in Lisrell 8.5. The results of this study found that the higher the level of implementation of organizational culture, IT Maturity Level, and data quality, the higher the success rate of implementing business intelligence systems which have implications for improving innovation performance, while the higher the level of application of business intelligence systems, the higher the level of innovation performance. The implementation of organizational culture is the factor that has the most significant influence on the success of implementing business intelligence systems compared to other factors studied in this study.

In today's fast-paced business environment, innovation performance plays a decisive role in maintaining the life cycle of businesses and gaining sustainable competitive advantage. High innovation performance offers strategic advantages in terms of financial, operational, and customer satisfaction, while decreased innovation performance has negative consequences for businesses in a dynamic and competitive environment. Success in innovation performance depends on accurately identifying the expectations and demands of internal and external customers and developing responses that meet those demands at the right time. Organizational agility (OA) capacities come to the fore in improving low innovation performance. Although OA improves innovation and operational performance, it is not yet widely known as a holistic business capability. In this context, the book chapter comprehensively discusses the relationship between organizational agility and innovation performance, providing important recommendations to increase awareness among large and small business managers and academicians.

Purpose- In order to recognize and adapt to the changing demands and desires of their customers, businesses must become more inventive. This is made necessary by the quickly evolving multinational business environment and the extraordinary technological breakthroughs. Due to assure firm performance, these intelligence businesses must be able to respond to the complex dynamics in the global marketplace successfully, accurately, efficiently, and fast. Open innovation can be created to enhance performance by using knowledge learned about outside projects, rival businesses, clients, and new technologies. The purpose of this study is to ascertain the impact of business intelligence on a firm's performance with the mediation effect of open innovation on financial performance. Methodology- The statistical population for this study consists of 200 managers from internet technology and software enterprises. There are 132 company managers in the sample. A questionnaire that was distributed and gathered using a non-probability sampling technique is the data collection tool in this study. The research data were also examined using Smart-PLS and SPSS software. In this study, both descriptive and inferential analyses were used. Findings- Data analysis using PLS software and research findings demonstrate that business intelligence and open innovation have a positive influence on financial and firm performance. The findings also show that open innovation and financial performance play the roles of mediators. Conclusion- The results demonstrate that higher business intelligence levels enhance firm performance. In today's fast-paced and competitive company world, managing and optimizing business performance is essential for maintaining viability as well as maximizing firm profitability. In order to access performance, effective business performance management will combine business analytics with open innovation. Business intelligence can therefore offer a foundation for comprehending which data is pertinent for open innovation and company business improvement. Keywords: Business intelligence, firm performance, financial performance, open innovation JEL Codes: M20, L25, O36

Innovation crowdsourcing communities play a central role for companies to advance their innovation capabilities and portfolio by leveraging crowd intelligence and knowledge. However, it remains unclear how the mechanisms and structure of innovation crowdsourcing communities affect firms' innovation performance. Based on the open innovation theory and knowledge-based view (KBV), this study develops a research model to investigate how the structure and mechanisms of innovation crowdsourcing influence firms' knowledge management and innovation performance. The model was tested using structural equation modeling based on a dataset from the Microsoft community for business intelligence tools. The results show that both organizational and technical mechanisms of the community positively influence the community structure. The community structure positively influences knowledge acquisition, knowledge transformation, and the size and diversity of crowd participation. In turn, innovation crowdsourcing mechanisms and knowledge transformation have a strong influence on innovation performance.

In this highly competitive and technological oriented world, organizational business practices have been changing day by day to emergence of new-fangled innovations, advanced technologies which includes artificial intelligence, big data analytics, cloud computing and business intelligence takes place in order to managing the businesses effectively and efficiently. However, they all are contributing in their own unique ways whereas big data analytics is the advanced method which is used for effective & timely decision making with help of advanced tool, software’s and techniques for managing and handling the businesses effectively (Sheng et al., 2019; Zeng & Khan, 2018). In organizations, the vital foundation in achieving a competitive advantage in order to survive and compete is sustainability which brings value in shifting the economic paradigm (Ferasso et al., 2020). It is found that BDAC improves the organizations overall performance which includes operational processes, enhance decision-making capabilities, minimize the cost as well as increases the quality of innovation (Benzidia, Bentahar, Husson & Makaoui, 2024). Moreover, by striving to improve coordination, build fruitful collaborations, raise awareness, and fortify institutional structures, Pakistan is moving closer to fulfilling its commitment to the 2030 Agenda. However, this research study will help to implement and sheds light based on resource-based theory on how BDAC can boost innovation strategy and performance of an organization. Innovation also occurs based on data-driven models for decision making, which enable businesses to create and design novel goods and services that may meet customer demands and reduce innovation-related risk (Ji, Yu, Tan, Kumar & Gupta., 2024). Data for this study was gathered from managers of family-owned businesses. 301 managers from family-owned textile companies made up the study's sample size, which was determined by employing the purposive sampling technique. Data for this study was gathered through questionnaires using a quantitative technique. PLS-SEM for quantitative data analysis was used to examine the data. Additionally, the results of this study show that big data analytics skills and an entrepreneurial mindset positively affect the firm's strategic innovation, which raises an organization's innovation performance. Technological transformation is significant because it improves economic business processes, which can have a favorable effect on emerging nations like Pakistan.

This paper explores the advancements in data mart architecture and the significant role of cloud platforms in optimizing Business Intelligence (BI) systems for global enterprises. With the increasing volume and complexity of data in today's business environment, organizations require scalable and efficient solutions for data storage, processing, and analysis. The evolution of data marts from traditional on-premise repositories to flexible, cloud-based architectures is examined, highlighting how these advancements meet the demands of modern BI systems. Cloud platforms such as AWS Redshift, Google BigQuery, and Microsoft Azure Synapse Analytics are analyzed for their contributions to enhancing BI capabilities, enabling real-time analytics, seamless integration, and on-demand scalability. Furthermore, the paper delves into the challenges of optimizing BI in cloud environments, including data governance, cost management, and integration issues. The integration of diverse data sources and the management of security and compliance requirements are identified as key concerns for global enterprises. Despite these challenges, cloud-based BI systems offer significant benefits in terms of improved decision-making, operational efficiency, and business agility. The paper concludes by discussing future trends in data mart architecture and cloud BI integration, including the role of artificial intelligence, machine learning, and enhanced data security protocols in shaping the future of global BI systems.

Spurring SMEs’ performance through business intelligence, organizational and network learning, customer value anticipation, and innovation - Empirical evidence of the creative economy sector in East Java, Indonesia

Purpose: This study aims to develop the strategy of tawazun social innovation and examine a new model that fills the research gap and limitations of previous studies between new learning organization that relies on the conception of tawazun social innovation. This study presents several new indicators, including organizational agility, institutional reflexivity, learning leadership, innovation performance, and tawazun social innovation to realize sustainable organizational performance based on empirical models. Methodology: This study uses a mixed-methodology, with 206 quantitative respondents and 7 qualitative respondents in Central Java, Indonesia. Data collection was carried out from July to October 2021. Findings: The important results of this study show that: (1) the realization of sustainable organizational performance is built through the tawazun social innovation supported by new learning organizations, consisting of three principles and practices: organizational agility, institutional reflexivity, and learning leadership (2) the improvement of tawazun social innovation is built by organizational agility, institutional reflexivity, and learning leadership (3) the improvement of innovation performance is built on learning leadership (4) the improvement of tawazun social innovation is built on innovation performance and (5) sustainable organizational performance is built by innovation performance. Practical Implications: The tawazun social innovation drives sustainable organizational performance. Management is encouraged to develop sustainable organizational strategic plans, instilling a tawazun social innovation. This is reflected through the implementation of the values of social responsibility balance, policy innovation balance, network balance, and balance of soul.

Given a well-established literature on internationalization processes and its main impacts on companies’ performance (Begeny, 2018; BuA¾avaitA— et al., 2019), it is worth examining how internationalization affects companies, driven by innovation at three different levels (individual, team and organizational) which is anchored in three main pillars: effectiveness, creativity and efficiency. The first pillar is related to strategic decision-making and business intelligence (along with data collection and analysis; setting efficiency criteria, strategic goals and outputs, as well as the tactics for each criteria). The second pillar covers a set of internationalization-related aspects, such as creative ideas generation, marketing and communications strategies, HR and RD while the third pillar is liaised with monitoring and execution of innovative activities. In line with studies with regard to innovation processes (Szopik-DepczyA„ska, 2015; Gries et al., 2017; Von Schomberg and Blok, 2018), the present paper continues examining the innovation performance; however, the main focus is on team innovation performance or the ways of unlocking the internationalization potential within team innovation processes via a set of aspects, such as effective decision-making, creative and divergent thinking, and efficient execution in teams. In light of the emergence of modern technology, employees of Lithuanian high-tech companies were selected for a quantitative survey, while scrutinizing the liaison between team internationalization and innovation commercialization success. Having the primary quantitative data (related to internationalization level, creative thinking, innovation performance in high-tech respondents’ teams) collected and analysed, further on, the innovation performance improvement suggestions are provided for the leaders of high-tech international teams.

The purpose of this research was to investigate the relationship between business intelligence and organizational agility, emphasizing the mediating role of IT infrastructure flexibility in companies operating in Rasht Industrial City. The current research is a cross-sectional and correlational research, and its statistical population consists of all managers of active companies in Rasht Industrial City, and 255 samples that were selected based on Morgan’s table and by random sampling were used for analysis. Descriptive analyses were performed using SPSS 22 statistical software and final analysis was performed using Smart PLS 2 statistical software. The results of the research showed that business intelligence has a significant relationship with organization agility and IT infrastructure flexibility, and IT infrastructure flexibility has a significant relationship with organization agility. Also, the analysis results confirmed the mediating role of IT infrastructure flexibility in the relationship between business intelligence and organization agility, but the moderating role of IT infrastructure flexibility in the relationship between business intelligence and organization agility was not confirmed. Based on the results of the research, in addition to analysing key information and optimizing strategic decisions, company managers can use business intelligence as a tool to master new technologies for the development and prosperity of IT infrastructures.

Aim/Purpose: This paper, although conceived earlier than the emergence of COVID-19 pandemic, addresses the problem of informing agility as part of organizational agility that has become a rather important issue for business survival. Background: While the general issues of business informing, and business intelligence (BI) in particular, have been widely researched, the dynamics of informing, their ability to act in accord with changes in business and preserve the key competencies has not been widely researched. In particular, the research on BI agility is rather scattered, and many issues need to be clarified. Methodology: A series of in-depth interviews with BI professionals to determine relations between organizational agility and BI agility, and to round up a set of key factors of BI agility. Contribution: The paper clarifies a candidate set of key factors of BI agility and gives ground for future research in relations with areas like corporate and BI resilience and culture. Findings: The interview results show the relations between organizational changes, and changes in BI activities. BI has limited potential in recognizing important external changes but can be rather helpful in making decision choices and detecting internal problems. Lack of communication between business and IT people, existence of data silos and shadow BI, and general inadequacy of organizational and BI culture are the key factors impairing BI agility. Recommendations for Practitioners: There are practical issues around BI agility that need solving, like the reason-able coverage of standards or creation of a dedicated unit to care about BI potential. Recommendations for Researchers: The research is still in its starting phase, but additional interesting directions start to emerge, like relations between BI agility, resilience and corporate agility, or the role of informing culture and BI culture for BI agility issues. Impact on Society: Agile business, especially in times of global shocks like COVID-19, loses less value and has more chances to survive. Future Research: Most likely this will be focused on the relations between BI agility, resilience, and corporate agility, and the role of informing culture and BI culture for BI agility issues. NOTE: This Proceedings paper was revised and published in Informing Science: The International Journal of an Emerging Transdiscipline , 24, 19-30. Click DOWNLOAD PDF to download the published paper.

Aim/Purpose. This paper, although conceived earlier than the emergence of COVID-19 pandemic, addresses the problem of informing agility as part of organizational agility that has become a rather important issue for business survival. Background. While the general issues of business informing, and business intelligence (BI) in particular, have been widely researched, the dynamics of informing, their ability to act in accord with changes in business and preserve the key competencies has not been widely researched. In particular, the research on BI agility is rather scattered, and many issues need to be clarified. Methodology. A series of in-depth interviews with BI professionals to determine relations between organizational agility and BI agility, and to round up a set of key factors of BI agility. Contribution. The paper clarifies a candidate set of key factors of BI agility and gives ground for future research in relations with areas like corporate and BI resilience and culture. Findings. The interview results show the relations between organizational changes, and changes in BI activities. BI has limited potential in recognizing important external changes but can be rather helpful in making decision choices and detecting internal problems. Lack of communication between business and IT people, existence of data silos and shadow BI, and general inadequacy of organizational and BI culture are the key factors impairing BI agility. Recommendations for Practitioners. There are practical issues around BI agility that need solving, like the reason-able coverage of standards or creation of a dedicated unit to care about BI potential. Recommendations for Researchers. The research is still in its starting phase, but additional interesting directions start to emerge, like relations between BI agility, resilience and corporate agility, or the role of informing culture and BI culture for BI agility issues. Impact on Society. Agile business, especially in times of global shocks like COVID-19, loses less value and has more chances to survive. Future Research. Most likely this will be focused on the relations between BI agility, resilience, and corporate agility, and the role of informing culture and BI culture for BI agility issues.

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

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.