How to get the most from a business intelligence application during the post implementation phase? Deep structure transformation at a U.K. retail bank

Audzeyeva, Alena; Hudson, Robert

Abstract

© 2016 Operational Research Society Ltd. This paper focuses on the process of maximizing the benefits from a business intelligence (BI) application. A general theoretical framework of analysis is formulated based on previous research into organizational deep structure and inertia. Our framework is applied to a case study of a U.K. retail bank which used an existing customer profitability BI application to transform its marketing strategy. We find that an organization's ability to extract strategic BI benefits is influenced by its deep structure (core beliefs, organizational structures, control systems and distribution of power) and also by its ability to overcome the effects of the multiple inertia sources that the deep structure generates. Organizations should therefore carefully consider the effects of multidimensional organizational inertia and aim to manage inertia sources in respect to information from BI applications when links that embed the BI into an organization as a whole are developed and maintained. We also present generally applicable insights into enhancing the delivery of informative long-term BI decision support for organizations.

Citation

Audzeyeva, A., & Hudson, R. (2016). How to get the most from a business intelligence application during the post implementation phase? Deep structure transformation at a U.K. retail bank. European Journal of Information Systems, 25(1), 29-46. https://doi.org/10.1057/ejis.2014.44

• Journal Article Type: Article
• Acceptance Date: Nov 26, 2014
• Online Publication Date: Dec 19, 2017
• Publication Date: 2016
• Deposit Date: Jun 8, 2022
• Journal: European Journal of Information Systems
• Print ISSN: 0960-085X
• Publisher: Palgrave Macmillan
• Volume: 25
• Issue: 1
• Pages: 29-46
• DOI: https://doi.org/10.1057/ejis.2014.44
• Keywords: Business intelligence; BI benefits; Organizational transformation; Organizational inertia; Deep structure; Retail banking
• Public URL: https://hull-repository.worktribe.com/output/524068