Öykü Isik

Business intelligence success: The roles of BI capabilities and decision environments

This study examines the role of the decision environment in how well business intelligence (BI) capabilities are leveraged to achieve BI success. We examine the decision environment in terms of the types of decisions made and the information processing needs of the organization. Our findings suggest that technological capabilities such as data quality, user access and the integration of BI with other systems are necessary for BI success, regardless of the decision environment. However, the decision environment does influence the relationship between BI success and capabilities, such as the extent to which BI supports flexibility and risk in decision making.

Business process research: a cross‐disciplinary review

Purpose – The paper aims to provide a comprehensive overview of business processes (BPs) literature by identifying and discussing key BP‐related research themes and suggesting directions for future research.Design/methodology/approach – Latent semantic analysis was used to analyze the abstracts of academic articles related to BP. Over 2,700 articles that use the term “business process (BP)” in their title, abstract or keywords were identified through electronic journals database EBSCOHost and examined.Findings – The results clearly indicate growing interest in BP research during the past 20 years. The key research themes can be classified into core and associated BP research. Core BP research deals with four cornerstones of BP change: BP design, information technology, BP implementation, and ongoing BP management. The associated BP research lies on the intersection of BP and other research areas such as total quality management, supply chain management, e‐commerce, etc.Research limitations/implications – ...

Business Intelligence (BI) Success And The Role Of BI Capabilities

Business intelligence (BI) has become the top priority for many organizations who have implemented BI solutions to improve their decision-making process. Yet, not all BI initiatives have fulfilled the expectations. We suggest that one of the reasons for failure is the lack of an understanding of the critical factors that define the success of BI applications, and that BI capabilities are among those critical factors. We present findings from a survey of 116 BI professionals that provides a snapshot of user satisfaction with various BI capabilities and the relationship between these capabilities and user satisfaction with BI. Our findings suggest that users are generally satisfied with BI overall and with BI capabilities. However, the BI capabilities with which they are most satisfied are not necessarily the ones that are the most strongly related to BI success. Of the five capabilities that were the most highly correlated with overall satisfaction with BI, only one was specifically related to data. Another interesting finding implies that, although users are not highly satisfied with the level of interaction of BI with other systems, this capability is highly correlated with BI success. Implications of these findings for the successful use and management of BI are discussed. Copyright

Practices of knowledge intensive process management: quantitative insights

Purpose – In contemporary businesses, the importance of knowledge workers and the knowledge intensive business processes (KIBPs) is ever increasing, yet they seem very hard to control and manage. The purpose of this paper is to grasp the specific characteristics of KIBPs and how they differ from non‐knowledge intensive business processes (non‐KIBP), also to question how organizations are using business process management (BPM) to manage and improve KIBPs. The differences in maturity and effectiveness of both types of processes are also evaluated.Design/methodology/approach – Data for this research were collected through an online survey. The survey was designed based on a previously conducted exploratory study with semi‐structured interviews as well as the literature. The target group was BPM practitioners and the final sample included 98 respondents. Due to non‐normality, the analyses were conducted with non‐parametric tests. The research questions were analysed using Mann‐Whitney U test and Spearmans c...

Knowledge Intensive Business Processes: An Exploratory Study

In todays business world, the role of knowledge and knowledge intensive business processes (KIBPs) is ever increasing. Subsequently the capability of Business Process Management (BPM) in managing KIBPs is being questioned. Academics and practitioners alike suggest that BPM needs to evolve into a more flexible discipline that is capable of dealing with KIBPs. As a first step towards this goal, it is important to understand KIBPs better and the way they differ from non-KIBPs. Based on 20 in-depth interviews with process owners from 10 different organizations, this exploratory work provides insight into the identification of KIBPs and how they differ from non-KIBPs in terms of characteristics. The results confirm most of the suggestions in theory, yet challenges some of the existing categorizations such as the continuum of structured to unstructured processes. Furthermore, a range of information sources used to manage both types of processes are identified, suggesting new areas for research.

Unlocking the Potential of the Process Perspective in Business Transformation

The purpose of this research is to gain insights in the positioning and role of the business process support function and, more generally, process-oriented thinking in a business transformation context. The main promise that has been associated with the discipline of Business Process Management (BPM) and process orientation is providing critical support for making business transformation successful. Thus, intuitively, we can expect process support functions in organizations which apply the BPM principles in day-to-day business activities, to take a prominent role in realizing their organization’s current transformation agenda. But is this the case? Through an interview-based qualitative research approach, the question is raised whether business process support function today, in what is claimed to be a more turbulent business environment than before, is actually a co-driver for business transformation. From this research, key takeaways are distilled on the elements shaping the context for process support functions to co-drive business transformation.

Big Data Capabilities: An Organizational Information Processing Perspective

Big data is at the pinnacle of its hype cycle, offering big promise. Everyone wants a piece of the pie, yet not many know how to start and get the most out of their big data initiatives. We suggest that realizing benefits with big data depends on having the right capabilities for the right problems. When there is a discrepancy between these, organizations struggle to make sense of their data. Based on information processing theory, in this research-in-progress we suggest that there needs to be a fit between big data processing requirements and big data processing capabilities, so that organizations can realize value from their big data initiative.

Corporate IT transformation at BARCO

The case takes us back to 2009, a year of great turmoil and the start of a transformation journey for BARCO, a global visualisation solutions company. Stefaan Kindekens, newly appointed corporate CIO, is preparing the new IT strategy per request of the board of directors. At the heart of the proposal are the introduction of a new IT operating model and the replacement of the legacy systems landscape. The case allows for discussions about business and IT alignment, IT strategy, and IT governance.