The Role of Business Intelligence and Communication Technologies in Organizational Agility: A Configurational Approach

This study examines the role that business intelligence (BI) and communication technologies play in how firms may achieve organizational sensing agility, decision making agility, and acting agility in different organizational and environmental contexts. Based on the information-processing view of organizations and dynamic capability theory, we suggest a configurational analytic framework that departs from the standard linear paradigm to examine how IT’s effect on agility is embedded in a configuration of organizational and environmental elements. In line with this approach, we use fuzzy-set qualitative comparative analysis (fsQCA) to analyze field survey data from diverse industries. Our findings suggest equifinal pathways to organizational agility and the specific boundary conditions of our middle-range theory that determine what role BI and communication technologies play in organizations’ achieving organizational agility. We discuss implications for theory and practice and discuss future research avenues

Future of Leadership in Healthcare: Enabling Complexity Dynamics Across Levels

Healthcare is one of the world\u27s fastest-growing industries with over $10 trillion in projected spending by 2022 (Deloitte, 2019). Despite this growth, the industry faces several challenges including rising costs, care delivery outside urban areas and to marginalized populations, digital transformation, and regulatory compliance. To navigate these challenges and capitalize on growth opportunities, leaders must build and manage complex dynamics occurring in the space between the organization and a wide range of internal and external stakeholders. In this symposium, we address this issue by assembling a group of scholars trained in healthcare management, strategy, leadership, and organizational theory to discuss the role of leaders in the future of healthcare. Through a series of presentations, we will illustrate how leaders in healthcare enable complexity dynamics across organizational levels to drive desired outcomes. In doing so, we bring to the forefront the multilevel and complex nature of healthcare leadership and invite innovative thinking about leadership for the future of healthcare. Building Extra-Organizational Adaptive Networks: Complexity Leadership in Healthcare Presenter: Erin Bass; U. of Nebraska, Omaha Presenter: Ivana Milosevic; College of Charleston Physician CEOs & Patient Safety Presenter: Geoffrey Silvera; Auburn U. Presenter: Timothy J. Vogus; Vanderbilt U. Presenter: Jonathan Clark; U. of Texas At San Antonio Management Practices of Under-Resourced Nursing Homes Presenter: Justin Lord; Louisiana State U. Shreveport Stitching Ties: Team Performance in the Connected Organization Presenter: John Hollingsworth; U. of Michigan Presenter: Jason Owen-Smith; U. of Michigan, Ann Arbor Presenter: Dennie Kim; U. of Virginia Darden School of Business Presenter: Marlon DeMarcie Twyman; U. of Southern California, Annenberg School for Communication and Journalism Identifying Healthcare\u27s Future Leaders: Development of a Leadership Potential Model for Healthcare Presenter: Kevin S. Groves; Pepperdine U. Presenter: Ann E. Feyerherm; Pepperdine Graziadio Business Schoo

A Resource-Based Perspective

Geschäftsprozesstechnologien unterstützen dabei, operative Tätigkeiten effizienter und effektiver durchzuführen. In einem sich dynamisch verändernden Umfeld wird es für Organisationen essenziell, diese Technologien gezielt einzusetzen, um durch schnelle Anpassung weiterhin wettbewerbsfähig zu bleiben. Die derzeitige Forschung hat bisher keine Antwort darauf gefunden, wie Organisationen dies trotz ständig wechselnder Umfeldbedingungen und fortschreitender organisationaler Reife durch gezielte Ressourcenallokation erreichen können. Diese Dissertation adressiert diese Forschungslücke, indem untersucht wird, wie organisationale Fähigkeiten mithilfe von Geschäftsprozesstechnologien innerhalb dynamischer Umfelder ausgebildet und erneuert werden können.Business process technologies help to improve the efficiency and effectiveness of day-to-day operations. Organizations face the challenge of leveraging these technologies to quickly adapt business processes accordingly to cope with different levels of environmental turbulence. From prior research, we know how organizations apply business process technologies and how they affect performance. We do not fully understand how organizations orchestrate related resources based on changing environmental conditions and evolving organizational maturity. This dissertation addresses this research problem and presents research on how to develop and renew organizational capabilities with business process technologies through turbulent environments

Navigating the acceptance of implementing business intelligence in organizations: A system dynamics approach

The rise of information technology has transformed the business landscape, with organizations increasingly relying on information systems to collect and store vast amounts of data. To stay competitive, businesses must harness this data to make informed decisions that optimize their actions in response to the market. Business intelligence (BI) is an approach that enables organizations to leverage data-driven insights for better decision-making, but implementing BI comes with its own set of challenges. Accordingly, understanding the key factors that contribute to successful implementation is crucial. This study examines the factors affecting the implementation of BI projects by analyzing the interactions between these factors using system dynamics modeling. The research draws on interviews with five BI experts and a review of the background literature to identify effective implementation strategies. Specifically, the study compares traditional and self-service implementation approaches and simulates their respective impacts on organizational acceptance of BI. The results show that the two approaches were equally effective in generating organizational acceptance until the twenty-fifth month of implementation, after which the self-service strategy generated significantly higher levels of acceptance than the traditional strategy. In fact, after 60 months, the self-service approach was associated with a 30% increase in organizational acceptance over the traditional approach. The paper also provides recommendations for increasing the acceptance of BI in both implementation strategies. Overall, this study underscores the importance of identifying and addressing key factors that impact BI implementation success, offering practical guidance to organizations seeking to leverage the power of BI in today's competitive business environment

Business Intelligence and Analytics in Small and Medium-Sized Enterprises

This thesis presents a study of Business Intelligence and Analytics (BI&A) adoption in small and medium-sized enterprises (SMEs). Although the importance of BI&A is widely accepted, empirical research shows SMEs still lag in BI&A proliferation. Thus, it is crucial to understand the phenomenon of BI&A adoption in SMEs. This thesis will investigate and explore BI&A adoption in SMEs, addressing the main research question: How can we understand the phenomenon of BI&A adoption in SMEs? The adoption term in this thesis refers to all the IS adoption stages, including investment, implementation, utilization, and value creation. This research uses a combination of a literature review, a qualitive exploratory approach, and a ranking-type Delphi study with a grounded Delphi approach. The empirical part includes interviews with 38 experts and Delphi surveys with 39 experts from various Norwegian industries. The research strategy investigates the factors influencing BI&A adoption in SMEs. The study examined the investment, implementation, utilization, and value creation of BI&A technologies in SMEs. A thematic analysis was adopted to collate the qualitative expert interview data and search for potential themes. The Delphi survey findings were further examined using the grounded Delphi method. To better understand the study’s findings, three theoretical perspectives were applied: resource-based view theory, dynamic capabilities, and IS value process models. The thesis’ research findings are presented in five articles published in international conference proceedings and journals. This thesis summary will coherently integrate and discuss these results.publishedVersio

The Contribution of Agility to an Organization’s Digital Transformation

Firms strive to become agile as part of their organization’s transformation to face the changes spurred by the digital world. Thus, this study aims to provide new and insightful findings to assist firms in carrying out digital transformations through agility. We surveyed agility practitioners currently operating in companies undergoing or within digital transformation. Our findings suggest that agility and digital transformation are still in their early stages and that they may coexist. Moreover, the study supported that if agility is well-enabled, it can assist an organization's digital transformation by leveraging the following components, namely agile culture, collaboration, value-co-creation, experimentation, willingness to take risks, continuous improvement, and organizational learning, seizing market opportunities, competitiveness, and agile leadership. In addition, the study identified the pain points that companies encounter in this process, including employee resistance to change. Finally, the findings represent a first step toward a shared understanding of ways to carry out digital transformations through agility and serve to guide future research work while also assisting practitioners in implementing digital transformation effectively

Understanding the link between information technology capability and organizational agility: an empirical examination.

Information technology is generally considered an enabler of a firm's agility. A typical premise is that greater IT investment enables a firm to be more agile. However, it is not uncommon tha

Agility and Resilience as Sources of Competitive Advantages a Theoretical and Empirical Investigation

Today’s hypercompetitive global climate makes lasting competitive edge unsuitable. Firms face increasing complexity due to the rapid entry and growth of internationalizing firms from emerging markets, technological breakthroughs, discontinuous innovation, and the uncertainties surrounding unexpected shocks transmitted across world markets, such as the Covid-19 pandemic. In this research, I examine how firms have built and applied two adaptive abilities (agility and resilience) to respond to environmental changes and disruptions to create sustainable competitive advantage. An agile organization is simultaneously a resilient organization. Despite agility’s increased relevance in the academy and practitioners\u27 publications, its epistemological and ontological analyses are superficial at best. Specifically, supported by inductive and deductive analysis, I bring clarity to agility’s concept and its boundary conditions. Thus, I propose an integrative multilevel framework of the antecedents, the enablers, and the outcomes of the process of agility performance. Moreover, through in-depth interviews with executives, I explore how agility and resilience manifested in emerging market multinational firms (EMNEs) enhance their competitiveness by using both adaptive abilities in their international operations. The findings reveal that all organizations possess some degrees of agility and resilience simultaneously as two faces of the same coin. Furthermore, agility and resilience are interdependent, comprising five common domains

Finnish Enterprise Agile Transformations : A Survey Study

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