Frederik Marx

Business Intelligence Maturity: Development and Evaluation of a Theoretical Model

In order to identify and explore the strengths and weaknesses of business intelligence (BI) initiatives, managers in charge need to assess the maturity of their BI efforts. For this, a wide range of maturity models has been developed, but these models often focus on technical details and do not address the potential value proposition of BI. Based on an extensive literature review and an empirical study, we develop and evaluate a theoretical model of impact-oriented BI maturity. Building on established IS theories, the model integrates BI deployment, BI usage, individual impact, and organizational performance. This conceptualization helps to refocus the topic of BI maturity to business needs and can be used as a theoretical foundation for future research.

Inductive design of maturity models: applying the Rasch algorithm for design science research

Maturity models are an established means to systematically document and guide the development of organizations using archetypal capability levels. Often, these models lack a sound foundation and/or are derived on the basis of an arbitrary design method. In order to foster the design of relevant and rigorous artifacts, this paper presents a method for maturity model construction that applies the Rasch algorithm and cluster analysis as a sound methodical foundation. The Rasch algorithm is widely used to improve scholarly intelligence and attainment tests. In order to demonstrate the application of the proposed method and to evaluate its usability and applicability, we present a design exemplar in the business intelligence domain.

Systematization of maturity model extensions

In order to identify and explore the strengths and weaknesses of particular initiatives, managers in charge need to assess the maturity of their efforts For this, a wide range of maturity models has been developed, but there is no detailed methodical guidance how to extend these models Therefore, we present a systematization of maturity model extensions.

Six principles for redesigning executive information systems—findings of a survey and evaluation of a prototype

Information Systems (IS) meant to help senior managers are known as Executive Information Systems (EIS). Despite a five-decade tradition of such IS, many executives still complain that they bear little relevance to managing a company and, even more, fail to accommodate their working style. The increasing acceptance of IS among todays executives and technological advances of the Internet era make the present moment favorable for redesigning EIS. Following the design science paradigm in IS research, this article provides six principles for such a redesign. To do so, we survey executives regarding their requirements and the IS they currently use. We then derive principles for a redesign to fill the gaps. They address diverse areas: a comprehensive information model, functions to better analyze and process information, easy-to-use IS handling, a more flexible IS architecture and data model, a proper information management, and fast prototype implementation. Finally a field test demonstrates and evaluates the utility of our proposal by means of a prototype.

Systematic development of business-driven requirements – using next-generation EIS design as an example

Despite many improvements to IT support for executives, they still complain that executive information systems (EIS) bear little relevance to their management task and fail even more to accommodate their working style This indicates that business issues should more strongly drive requirements for next-generation EIS The article contributes to such an EIS design by systematically developing requirements criteria that are more business driven than the state-of-the-art To do so, requirements lists of EIS, structural models of user satisfaction and technology acceptance are evaluated with criteria derived from the requirements engineering discipline The findings show a dual gap: as the rigor of the models increases, they become less relevant for practice In comparison, the requirements lists demonstrate relevance, but do not evidence strong rigor To bridge this gap, this article applies the principle of economic efficiency to balance scientific rigor with relevance for practice A case demonstrates a first implementation and helps to evaluate the results of this article by using the same criteria as for the state-of-the-art reflection The findings should lead to better next-generation EIS design and should also be applicable to IS in general.