Critical Success Factors of Corporate Performance Management (CPM)

2016

BUSINESS INTELLIGENCE AS A KEY INFORMATION AND KNOWLEDGE TOOL FOR STRATEGIC BUSINESS PERFORMANCE MANAGEMENT Rastislav Rajnoha, Róbert Štefko, Martina Merková, Ján Dobrovič The indicators, methods and models applied in performance management in the past were largely based on fi nancial indicators and fi nancial management methods. Of course, we do not claim that fi nancial indicators are not currently necessary or relevant, but as the business results showed, the management based only on the fi nancial statements is no longer enough. The paper focuses on the presentation of selected research results related to strategic business performance management. With the currently presented issue, we enter an area of research which is not as clearly defi ned as it was in the case of a traditional fi nancially oriented approach to measuring and managing corporate performance which prevailed in the past. The aim of the paper is to analyse and synthetize fi ndings regarding the chosen, mainly not...

International Journal of Accounting Information Systems, 2016

The purpose of this study is to better understand how the quality of a Business Intelligence (BI) system improves the diagnostic and interactive dimensions of management control systems (MCS), thereby enhancing performance measurement capabilities, which in turn are positively associated with competitive advantage. Integrating theory from performance measurement, organizational learning and the knowledge-based view of the firm, a theoretical model is developed that considers three concepts of BI quality (infrastructure integration, functionality, and self-service) and the roles they play in enhancing diagnostic and interactive performance measurement capabilities. Data collected via survey from 324 CEOs and CFOs provides support for the theorized effects of BI quality on performance measurement capabilities. These capabilities in turn are positively associated with competitive advantage.

2009

Business performance management (BPM) is a key business initiative that enables companies to align strategic and operational objectives with business activities in order to fully manage performance through better informed decision making and action. Effec

International Journal of Advanced Computer Science and Applications, 2019

Literature study shows that several works have been conducted on the implementation of BI in performance management, but the analytical aspects were not being considered. Business analytics is an activity of applying analytics to strengthen strategic and operational business activities. While performance management is important to determine organisational success and in public sector, it has become more challenging due to generality of public sector objectives and different level of stakeholders involved. Existing frameworks were built separately and this limits the implementation of Business Intelligence and Analytics as an integrated component, and could not meet the current performance management needs and expectations. The objective of this study is to establish a framework that integrates elements of business intelligence, analytics and performance management for the comprehensive implementation in public sector. This study identifies four main components of this integrated framework: Process, People, Governance and Ability. Each component consists of several key elements and sub-elements. The proposed framework is validated and implemented by real case study conducted in one organisation in Malaysia. The implementation demonstrates the suitability and practicality of this framework to be implemented in real environment.

2002

Recent significant changes in the business environment, e.g. the globalisation of markets, ever faster technological developments and the increased importance of knowledge-based assets, have brought about new managerial challenges. This has resulted in the emergence of new management concepts and tools, such as performance measurement, business intelligence and knowledge management. These concepts are expected to be better suited to the development of an organisation's performance in a modern business environment.

Inderscience Enterprises Ltd., 2019

From theoretical and practical viewpoints, business intelligence application is considered by scholars and managers in their organisations. Most organisations are seeking to develop their capabilities and to gain a sustainable competitive advantage through business intelligence. Previous studies are mostly descriptive and they have emphasised the importance of business intelligence. This study aims to provide a conceptual framework for the assessment of business intelligence critical success factors in the organisations. The study was a pure research, which was conducted based on scientific research method and a five-year application of business intelligence in different organisations. The scale validity was approved using confirmatory factor analysis. The statistical data was also collected from 78 large and medium-sized companies. In this study, consistent with scientific research method principles, an operational scale is presented for the implementation of business intelligence. The results indicate that a suitable software and hardware platform is one of the most significant technical infrastructures for business intelligence implementation.

Subordinated to performance management, Business Intelligence approaches help firms to optimize business performance. Key performance indicators will be added to the multidimensional model grounding the performance perspectives. With respect to the Business Intelligence value chain, a theoretical approach was introduced and a practice example, based on Microsoft SQL Server specific services, for the customer perspective was implemented.

Singaporean Journal of Business Economics and Management Studies, 2013

The Purpose of this study is investigating the relationship between manager's business intelligence and the performance of food industry companies in Rasht industrial city. This paper is a descriptive-analytical research and a correlational one, and in aspect of applied target is based on structural equation. Statistical universe of this research include all food industry companies in Rasht industrial city, which are 32 companies, and sample size through Krejcie and Morgan Table includes 30 companies which are selected by simple random sampling method. A researcher made questionnaire, special to managers, has been used to data collection. The content validity of the questionnaire has been confirmed by experts and scholars, and its reliability calculated respectively0.937, 0.871 by Cronbach's alpha coefficient for two variables of business intelligence and performance. Business intelligence questionnaire in this research is researcher made, and according to dimensions of business intelligence includes 42 questions, and performance includes 11 questions. Collected data has analyzed by SPSS software; research findings indicate that business intelligence has positive and significant impact on the performance. Thus, organizational learning has the strongest relationship with the performance of company, and policies of continuous improvement are the second strong one.

American Journal of Business and Management, 2013

The aim of this study is to analyze the extent to which there is relationship between business intelligence and Business Success .Four dimensions of business intelligence as Environmental Intelligence (EI), Consumer Intelligence (CI), Market Intelligence (MI) and Organizational Intelligence (OI) are measured, using survey data from (49) managers of different firms in Sharjah Emirate, UAE, the ninth surveys were cancelled because they were incomplete. We used regression and correlation analysis to test the relationship between business intelligence and business success. The results indicate that there is a positive relationship between the business intelligence and business success. Managers are in general satisfied with the business intelligence system in their organization but they are mainly unsatisfied with marketing activities done by their marketing departments, study gives insight to important of business intelligence to a success of business and it implies that marketing intelligence is critical dimension in business intelligence.

International Journal on Advanced Science, Engineering and Information Technology

Business intelligence and analytics (BIA) is emerging as a critical area to boost organizational performance. Nowadays, data is not only important and valuable to the organization but recognized as necessary to spike the organization performance and success. As a result, many organizations spend a considerable amount of investment toward obtaining faster accurate information on a real-time basis. The previous study revealed that even though many organizations use business intelligence technologies for obtaining information, yet they still lack analytics implementation. Therefore, this study aims to discover the integrated implementation factors of business intelligence and analytics in managing organizational performance, particularly for organizations of the public sector. In achieving this, a depth literature review was carried out to identify the influential factors in the implementation of business intelligence, business analytics, and performance management. The subject matter experts in Business Intelligence (BI), Business Analytics (BA) and Organisational Performance Management (OPM) were invited to participate in this empirical study, which was conducted in Malaysia. The study was carried out through interviewing experts, in order to identify the essential factors for business intelligence and data analytics implementation. Twenty essential factors and sixty-four sub-factors were identified and analyzed to construct the integrated factors in BIA and OPM implementation. The result of the study revealed four integrated factors of the BIA and OPM implementation, such as skill, documentation, visualization, and work culture. Finance, data management, software, strategic planning, and decision-making are other factors integrated with BI, BA, and OPM respectively. Finally, this study illustrates the integrated factors in a visual form.

2013

Abstract: Purpose- This paper aims to identify the effective components of Business Intelligence (BI), in

Purpose – The purpose of this study was to identify the influence of organizational strategy, structure, process and culture on organizational effectiveness and the possible mediating role of business intelligence (BI) systems among them. Design/methodology/approach – Sample data for this study were collected from 225 organizational units in Bangladesh and analyzed using the partial least squares method, a statistical analysis technique based on the structural equation modeling. Findings – The results revealed that organizational factors, such as organizational strategy, structure, process, and culture positively affect both BI systems’ effectiveness and organizational effectiveness. Furthermore, BI systems’ effectiveness partially mediates the impact of organizational strategy, structure, process and culture on organizational effectiveness. Originality/value – BI systems are context-specific and can influence organizational effectiveness. Dearth in research on the influence of organizational factors to BI systems motivates this study to contribute in BI systems literature by proposing a theoretical model and investigating the mediating role of BI systems among various organizational factors and organizational effectiveness.

International Journal of Business Information Systems, 2019

Global companies recently invested heavily in business intelligence (BI) with an expectation of achieving a long-term BI-enabled success. However, there is little statistical evidence in the past research to answer the following two questions: 1) which factors provide BI-enabled success in global companies?; 2) what is an acceptable model for achieving BI-enabled success? The study identifies three important factors that influence BI-enabled success in companies. We build a structural model to answer the above questions for global companies. The study concludes with important managerial implications.

Business intelligence (BI) has been proliferated due to its growing application for business decision support. Research on organizational factors may offer significant use in BI implementation. However, a limited number of studies focus on organizational factors for revealing adverse impact on effective decision support. The aim of this theoretical study is to conduct a literature analysis to identify organizational factors relevant to BI implementation. Through a systematic literature review, a qualitative content analysis on 49 relevant sample articles for generating themes inductively is adopted to reveal organizational factors. Findings suggest two contexts: information management that integrates factors such as technological capability and personnel capability and organizational context that integrates factors such as organizational capability, managerial decision, and organizational culture for facilitating embedding information management capability for BI implementation in businesses. It is hoped that these contextual understanding can be useful for further BI implementations.

Opportunities, Limitations and Risks

This chapter focuses on the factors necessary for strategic Business Intelligence (BI) success from a managerial point of view. BI results from the various information and human knowledge source systems, as well as the holistic view of the business processes within an organization. However, for the BI process to be synergetic within an organization, the management of the organization should be responsible for providing an environment that is conducive to yielding optimum BI generation and utilization. The goal should be to maximize the resources and minimize the inefficiencies that are systematic within an organization. Open lines of communication, with shared goals and objectives, and organization-wide standards are crucial for overall success. The factors for BI success are all interrelated and non-sequential. However, each needs to be executed and communicated with complete diligence on part of the management for overall strategic success. Lastly, to accommodate a healthy and eth...