| Abstract [eng] |
The main purpose of this master thesis is to assess the influence of organizational culture types and factors on business intelligence agility. The work consists of four main parts: the analysis of literature, empirical research plan, the research and its results, conclusion and recommendations. Literature analysis reviews concept of business intelligence (BI) agility, separately explaining the concept, role and benefits of BI, the concept of agility, thereby describing the general understanding of BI agility. Analysis of literature also presents concept of organizational culture and defines different types of organizational culture; it provides insights from the literature on the relationship between organizational culture and BI agility. After the literature analysis the author has carried out the study about the influence of individual organizational culture types and factors on BI agility. Qualitative research was conducted by interviewing employees of two companies. The interviewed employees had different positions and work experience, but all worked directly with data and its analytics. Employees of different positions were chosen deliberately, with the aim of obtaining as objective information as possible about the culture of the organization and BI agility. The interviews were transcribed using the Atlas.ti program, then the answers were coded, and the codes were used to create networks of connections and dependencies. The performed research revealed that reduced number of cultural typologies likely lead to clearer communication and a more uniform approach in implementing agile BI strategies. Environments shaped by both adhocracy and clan cultures, prioritizing innovation and communication, foster settings conducive to swift BI adoption and effective utilization. Moreover, management's inclination towards decentralization and empowerment plays a pivotal role in expediting decision-making processes and cultivating agility in BI strategy application. Conversely, centralized decision-making structures tend to impede responsiveness and limit adaptability in deploying BI practices, potentially hampering organizational agility. Additionally, a culture cantered on continuous learning nurtures a shared understanding of BI throughout the organization, aligning the capabilities of the entire workforce with the intricacies of BI. The author believes that the results of the study could give useful insights on what organizational culture types and factors influence BI agility. |
