Jurij Jaklič

Towards business intelligence systems success: Effects of maturity and culture on analytical decision making

The information systems (IS) literature has long emphasized the positive impact of information provided by business intelligence systems (BIS) on decision-making, particularly when organizations operate in highly competitive environments. Evaluating the effectiveness of BIS is vital to our understanding of the value and efficacy of management actions and investments. Yet, while IS success has been well-researched, our understanding of how BIS dimensions are interrelated and how they affect BIS use is limited. In response, we conduct a quantitative survey-based study to examine the relationships between maturity, information quality, analytical decision-making culture, and the use of information for decision-making as significant elements of the success of BIS. Statistical analysis of data collected from 181 medium and large organizations is combined with the use of descriptive statistics and structural equation modeling. Empirical results link BIS maturity to two segments of information quality, namely content and access quality. We therefore propose a model that contributes to understanding of the interrelationships between BIS success dimensions. Specifically, we find that BIS maturity has a stronger impact on information access quality. In addition, only information content quality is relevant for the use of information while the impact of the information access quality is non-significant. We find that an analytical decision-making culture necessarily improves the use of information but it may suppress the direct impact of the quality of the information content.

Process Approach to Supply Chain Integration

Purpose: Business renovation, the effective utilisation of information technology and the role of business process modelling and simulation are all vital in supply chain integration projects. The main idea is to show through a combination of these methods how the performance of the supply chain can be improved with the renovation and integration of processes at various tiers in the chain and by the sharing of information between companies.Methodology/Approach: Simulation-based methodology for measuring the benefits of the creation and renovation of business process models combines the methodology of developing process models and its simulation with the simulation of supply and demand. A procurement process in the oil/retail petrol industry is examined in a case study.Findings: Using the proposed methodology, different business process models can be investigated and simulated. The benefits for each company involved in the presented case are substantial and can be estimated through a simulation. Substantial benefits in costs, quality and lead times were identified, however, their distribution is not symmetric. Inter-organisational IS and applied technology were enablers for supply chain integration. However, organisational changes and new business models were prerequisites for obtaining those benefits.Practical implications: The process approach to supply chain integration presents a mechanism that can be applied to any industry. It represents a systematic methodological business renovation approach involving cost cuts, quality improvements and lead time improvements. The costs of supply chain integration projects were not studied. The benefits should be measured against the cost of testing the economic feasibility of such projects.Originality/value of paper: The effective utilisation of business process modelling and a simulation of the necessary business renovation is shown. The novel combination of business process and demand/supply simulation enables an estimation of changes in lead-times, process execution costs, quality of the process and inventory costs. Although the methodology is presented through a case study of the oil/retail petrol industry, it can also be used to estimate the benefits and monitor supply chain integration projects in other industries.

Towards E-government by business process change-A methodology for public sector

E-government is becoming extremely important, however, it cannot be successfully implemented without changes in business processes that are performed inside governmental institutions. Public sector has some specifics, which make renovation projects considerably different. It is clear that radical changes in the execution of business processes and in the organizational structures are not suitable because they are not possible for many reasons. Therefore, classic business process change methodologies have to be adapted. This paper presents such methodology that has been successfully applied in a process change project at one of the Slovene Ministries, which is presented as a case study. Activities, techniques, and tools are proposed for each of the six traditional business process change projects stages.

Assessment of E-Business Transformation Using Simulation Modeling:

Business renovation is a key aspect of electronic business and a high-level strategy for managing change that generally cannot be handled by continuous improvement and organizational restructuring methods. Business process modeling and the evaluation of different alternative scenarios for improvement are usually the driving factors of the business reengineering process. This study investigates business process simulation as a tool for deriving new knowledge about current business processes, such as additional in-depth understanding of how the process is executed and identifying sources of the problems observed during the process execution. The main objective of the paper is to investigate the potential benefits and outcomes of e-business transitioning that can be assessed in advance by using simulation modeling. An example is presented of how simulation modeling can be used to understand a procurement process and evaluate how the proposed improvements and the introduction of electronic business will influence system performance.

Business Intelligence Maturity: The Economic Transitional Context Within Slovenia

This article propose a new maturity model with three related dimensions (technological, information quality, and business) and provide its empirical analysis within Slovenian organizations. With the use of K-means clustering, the naturally present maturity groups are identified. This article is an attempt to establish clear directions for further business intelligence development in transition economy settings. The findings hold important implications for commercial enterprise success.

How information-sharing values influence the use of information systems

We examine the effects of information-sharing values on BIS success dimensions relationships.Information use depends on information quality, but not on system quality.An increase in information-sharing values is reflected in increased information quality.Information-sharing values are not directly linked to information use.Information-sharing values negatively affect the information quality-information use link. Although the constituents of information systems (IS) success and their relationships have been well documented in the business value of information technology (IT) and strategic IS literature, our understanding of how information-sharing values affect the relationships among IS success dimensions is limited. In response, we conduct a quantitative study of 146 medium and large firms that have implemented a business intelligence system in their operations. Our results highlight that in the business intelligence systems context information-sharing values are not directly linked to IT-enabled information use, yet they act as significant moderators of information systems success dimensions relationships.

A Methodology for Increasing Business Process Maturity in Public Sector

Non-profit organizations such as public sector organizations have some specifics, which make renovation projects significantly different. It is clear that radical changes in the execution of business processes and in the organizational structures are not suitable for the public sector because they are not possible for many, also political, reasons. A business process change in public sector mostly means unification of business processes, automation of some activities and elimination of some unnecessary ones. Organizational changes are achievable only to a certain limit. Therefore classic business process renovation methodologies have to be adapted. The proposed methodology that is presented in the paper has been successfully applied in a process change project at one of the Slovene Ministries, which is presented as a case study. Activities, techniques, and tools are proposed for each of the six traditional business process change project’s stages. Problems and topics to which special attention has to be paid are also discussed.

Business Process Management Software Selection - Two Case Studies

Abstract The interest in business processes management (BPM) is intense among practitioners and scholars and is still growing. Many business process management software (BPMS) tools that are used to serve a variety of applications in BPM are on the market and it is quite difficult to select the appropriate one. The paper presents a flexible method for BPMS selection, which can be applied in different companies and for various project types because the selection criteria are connected to project goals and critical success factors. The method has been developed on the basis of relevant literature and practical experience in BPM projects. It is based on Analytic Hierarchy Process (AHP) method. The applicability of proposed method is demonstrated with two case studies that are also used to analyse and discuss it.

Business Intelligence Acceptance: The Prominence of Organizational Factors

The specifics of business intelligence systems compared to operational IS motivate the necessity to research the business intelligence systems acceptance determinants separately. The authors followed an exploratory approach in order to conceptualize a business intelligence acceptance model. Their findings show that in the Business Intelligence Systems context, there is a significant emphasis on organizational factors, such as result demonstrability, social influence, and facilitating conditions with sufficient resources that help build an adequate information culture all substantially influencing the effective acceptance of business intelligence systems.

Three Dimensions of Business Intelligence Systems Use Behavior

In the Business Intelligence Systems (BIS) use context, the well-researched dimension of intensity of use is not broad enough to capture its meaningful use. The authors therefore investigate the whole spectrum of its use that encompasses effective utilization. The post-adoption research of Information System (IS) use is still under-researched; the study therefore brings novel insights to this area. The authors have conceptualized three dimensions of BIS use that capture the intensity of BIS use, the extent of BIS use, and BIS embeddedness. Confirmatory Factor Analysis (CFA) was used to determine convergent and discriminant validities proving construct validities, based on survey data gathered from BIS users in medium and large sized organizations. The results of our study provide sound evidence for apprehending these three constructs as different conceptualizations. This work adds to the literature by emphasizing the role of post-adoptive behavior that can lead to greater and effective utilization in the studied BIS environment, and potentially to a better organizational performance.