Business intelligence and organizational learning: An empirical investigation of value creation processes

2017 ◽  
Vol 54 (1) ◽  
pp. 38-56 ◽  
Author(s):  
Lior Fink ◽  
Nir Yogev ◽  
Adir Even
Keyword(s):  
Organizational Learning ◽  
Value Creation ◽  
Business Intelligence ◽  
Empirical Investigation

The Performance Effects of Using Business Intelligence Systems for Exploitation and Exploration Learning

2015 ◽  
Vol 30 (3) ◽  
pp. 1-31 ◽  
Author(s):  
Michael T. Lee ◽  
Sally K. Widener
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Control Systems ◽  
Business Intelligence ◽  
Recent Literature ◽  
Management Control ◽  
Business Intelligence Systems ◽  
System Use ◽  
Performance Effects ◽  
Exploitation And Exploration

ABSTRACT Accounting researchers are becoming increasingly interested in the performance effects of business intelligence (BI) systems in their role as management control systems. Extant research focuses on the performance effects of adopting and implementing such systems. However, there is less known about how organizations use the information in BI systems for management control once implemented, and whether the use of this information translates into organizational performance. We utilize the theoretical connection between information systems and organizational learning to explain the performance effects of BI system use through organizational learning. Evidence from recent literature indicates the need for organizations to engage in exploitation and exploration learning in pursuit of organizational ambidexterity. Our study draws on agenda setting and framing theories to provide insights that will enable organizations to strategically use the information in two fundamental BI systems to emphasize either or both modes of learning. Subsequently, we examine whether the two modes of learning translate into performance.

scholarly journals Learning to Build a Car: An Empirical Investigation of Organizational Learning

2005 ◽  
Vol 42 (2) ◽  
pp. 387-416 ◽  
Author(s):  
Bruno Dyck ◽  
Frederick A. Starke ◽  
Gary A. Mischke ◽  
Michael Mauws
Keyword(s):  
Organizational Learning ◽  
Empirical Investigation

A Conceptual Model of Customer Innovation Centric

2010 ◽  
Vol 1 (2) ◽  
pp. 57-71
Author(s):  
Amin A. Shaqrah
Keyword(s):  
Organizational Learning ◽  
Conceptual Model ◽  
Process Improvement ◽  
Value Creation ◽  
Learning Process ◽  
Cognitive Fit ◽  
Internal Process ◽  
Software Companies ◽  
Cognitive Fit Theory ◽  
New Strategy

Customer innovation centric is not only an important perspective on value-creation, but also a new strategy discipline that IT software companies in Jordan should embrace if they are pursue to enlargement successfully. Furthermore, customer experience, customers’ community, customer knowledge, and customer innovation are influential variables for improving organizational learning from customer. In order to study this impact, the author uses cognitive fit theory to develop a model that describes how these variables will affect the success of organizational learning process to enhance products and/or services development, quality, and internal process improvement.

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