How companies work and fail to work with business intelligence

Authors

  • KLAUS SOLBERG SØILEN

DOI:

https://doi.org/10.37380/jisib.v7i2.234

Keywords:

Marketing, Information Systems, Business Intelligence

Abstract

Most papers in this issue deal with different sides of business intelligence systems. Empirical data froma number of countries and companies are gathered to illustrate how companies work and fail to workwith competitive intelligence.The paper by Alnoukari and Hanano, entitled “Integration of business intelligence with corporatestrategic management,” deals with the relationships between business intelligence and strategicmanagement. The paper proposes a BSC-BI framework that facilitates the integration of businessintelligence with the balanced scorecard methodology using an example of a case from the telecomindustry.The paper by Jürgens, “Patent bibliometrics and its use for technology watch,” is on the topic oftechnology watch and statistical analysis of patent information and proposes patent indicators fortechnology watch activities, which are classified into four categories: performance, technology, patentvalue and collaboration indicators. The case of nanotechnology for a whole country is applied asexample.The paper by Søilen, “Why care about competitive intelligence and market intelligence? The case ofEricsson and Swedish Cellulose Company (SCA),” tries to answer that question with an example of twoSwedish companies. The history of the intelligence function in private companies is compared to that ofstate and military organizations. The most interesting question turns out to be why more companiesdon'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 intelligencesystems on organizational decision making and performance: The case of France”. This empirical studyexamines the impact of business intelligence systems on organizational decision-making andperformance. They found that when BI systems are deployed in SMEs, they facilitate timely decisionmaking, improve organizational efficiency, enable a company to meet client’s needs appropriately andlead to more satisfied employees.The paper by Langlois and Chauvel is entitled “The impact of supply chain management on businessintelligence”. The authors argue for why it makes sense to see the BI function as an extension of supplychain management, but moreover they show how difficult it has become to separate BI from other ITintensive 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 allarticles and to the Swedish Research Council for continuous financial support.

References

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Söilen, K. S. (2017). Why the social sciences should be based in evolutionary theory: the example of geoeconomics and intelligence studies. Journal of Intelligence Studies in Business, 7(1).

Solberg Søilen, K. (2016). Economic and industrial espionage at the start of the 21st century–Status quaestionis. Journal of Intelligence Studies in Business, 6(3).

Solberg Søilen, K. (2016). Users’ perceptions of Data as a Service (DaaS). Journal of Intelligence Studies in Business, 6(2), 43-51.

Solberg Søilen, K. (2016). A research agenda for intelligence studies in business. Journal of Intelligence Studies in Business, 6(1), 21-36.

Gedda, David, Nilsson, Billy, Såthén, Zebastian and Solberg Søilen, Klaus (2016). Crowdfunding: Finding the optimal platform for funders and entrepreneurs. Technology Innovation Management Review, 6, 3, pp. 31-40

Solberg Søilen, Klaus (2015). A place for intelligence studies as a scientific discipline. Journal of Intelligence Studies in Business, Vol. 5, No 3, pp. 34-46.

Oubrich, Mourad, Aziza, Amine, Solberg Søilen, Klaus (2015). The impact of CRM on QoE: An exploratory study from mobile phone industry in Morocco. Journal of Intelligence Studies in Business, Vol 5, No 2, pp. 22-35.

Drozdz, Sebastian, Dufwa, Marcus, Meconnen, Robiel, Solberg Søilen, Klaus (2015). An assessment of Customer Shared Value in the restaurant industry. Theoretical and Applied Economics, No. 4, 605, pp. 85-98

Granquist, C., Strömberg, F., Solberg Søilen, K. (2015). Games as a marketing channel – the impact of players and spectators. International Journal of Electronic Business Management, Vol. 13, No. 1, pp. 57-65

Vriens, Dirk, Solberg Søilen, Klaus (2014). Disruptive Intelligence - How to gather Information to deal with disruptive innovations. Journal of Intelligence Studies in Business, Vol. 4, No 3, pp. 63-78

Solberg Søilen, Klaus (2014). A survey of users’ perspectives and preferences as to the value of JISIB – A spot-check. Journal of Intelligence Studies in Business, Vol. 4, No 2, pp. 61-65

Svensson, B., Frestad Solér, M. Solberg Søilen, K. (2014). Bara segrar bygger inga varumärken, Svensk Idrottsforskning, Nr 3, pp. 14-19

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Agostino, Alessandro, Solberg Søilen, Klaus, Gerritsen, Bart (2013). Cloud solution in Business Intelligence for SMEs –vendor and customer perspectives, Journal of Intelligence Studies in Business Vol 3, No 3, pp. 5-28

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Solberg Søilen, K., Jenster, P. (2013). The Relationship between Strategic Planning and Company Performance – A Chinese perspective. Journal of Intelligence Studies in Business, Vol 3, No 1, pp. 15-30.

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Solberg Søilen, K., Nerme, P., Stemström, C., Darefelt, N. (2013). Usage of internet banking among different segments – trust and information needs. Journal of Internet Banking and Commerce, Vol 18, No 2, pp. 2-18

Fri, W., Pehrsson, T., Solberg Søilen, K. (2013). How the phases of cluster development are associated with innovation – the case of China. International Journal of Innovation Science, Vol. 5, Nr. 1, pp. 31-43.

Hansson, L., Wrangmo, A. Solberg Søilen, K. (2013). Optimal ways for companies to use Facebook as a marketing channel. Journal of Information, Communication and Ethics in Society. Vol. 11 Iss: 2, pp. 112 – 126.

Solberg Søilen, K., Tontini, G. (2013). Knowledge Management systems and Human Resource Management policies for Innovation benchmarking: a study at ST Ericsson. Internatinal Journal of Innovation Science, Vol 5, No 3, pp. 159-171

Yasmina, A., Solberg Søilen, K., Vriens, D. (2012). Using the SSAV model to evaluate Business Intelligence Software. Journal of Intelligence Studies in Business, Vol 2, No 1, pp. 29-40.

Solberg Søilen, K. Hasslinger, A. (2012). Factors shaping vendor differentiation in the Business Intelligence software industry. Journal of Intelligence Studies in Business, Vol 2, No 3, pp. 48-54.

Sabanovic, A., Solberg Søilen, K. (2012). Customers’ Expectations and Needs in the Business Intelligence Software Market. Journal of Intelligence Studies in Business, Vol 2, No 1, pp. 5-20.

Solberg Søilen, K. (2012). The Fallacy of the Service Economy. European Business Review, Vol 24, Iss: 4, pp. 308-319.

Solberg Søilen, K, Kovacevic, M. A., Jallouli, R. (2012). Key Success Factors for ST-Ericsson using Value Chain model. Journal of Business Research. Volume 65, Issue 9, pp. 1335-1345.

Solberg Søilen, K., Baback Alipour, P. (2011). A Knowledge Model for Global Catastrophic Risk. Knowledge Organization 38, No 5, pp. 438-455.

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Solberg Søilen, K. (2010). Boosting Innovation and Knowledge through Delocalization: Market Intelligence at Trade Shows. Problems and Perspectives in Management, Iss 3, pp. 200-208.

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http://link.springer.com/chapter/10.1007%2F978-3-319-07404-7_7

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Published

2017-07-10