How companies work and fail to work with business intelligence

KLAUS SOLBERG SØILEN

Abstract


Most papers in this issue deal with different sides of business intelligence systems. Empirical data from
a number of countries and companies are gathered to illustrate how companies work and fail to work
with competitive intelligence.
The paper by Alnoukari and Hanano, entitled “Integration of business intelligence with corporate
strategic management,” deals with the relationships between business intelligence and strategic
management. The paper proposes a BSC-BI framework that facilitates the integration of business
intelligence with the balanced scorecard methodology using an example of a case from the telecom
industry.
The paper by Jürgens, “Patent bibliometrics and its use for technology watch,” is on the topic of
technology watch and statistical analysis of patent information and proposes patent indicators for
technology watch activities, which are classified into four categories: performance, technology, patent
value and collaboration indicators. The case of nanotechnology for a whole country is applied as
example.
The paper by Søilen, “Why care about competitive intelligence and market intelligence? The case of
Ericsson and Swedish Cellulose Company (SCA),” tries to answer that question with an example of two
Swedish companies. The history of the intelligence function in private companies is compared to that of
state and military organizations. The most interesting question turns out to be why more companies
don't pay attention to CI and MI when so many arguments speak to their advantages.
The paper by Gauzelin and Benz is entitled “An examination of the impact of business intelligence
systems on organizational decision making and performance: The case of France”. This empirical study
examines the impact of business intelligence systems on organizational decision-making and
performance. They found that when BI systems are deployed in SMEs, they facilitate timely decision
making, improve organizational efficiency, enable a company to meet client’s needs appropriately and
lead to more satisfied employees.
The paper by Langlois and Chauvel is entitled “The impact of supply chain management on business
intelligence”. The authors argue for why it makes sense to see the BI function as an extension of supply
chain management, but moreover they show how difficult it has become to separate BI from other IT
intensive processes in the organization.
As always, we would above all like to thank the authors for their contributions to this issue of JISIB.
Thanks to Dr. Allison Perrigo for reviewing English grammar and helping with layout design for all
articles and to the Swedish Research Council for continuous financial support.


Keywords


Marketing, Information Systems, Business Intelligence

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