| Abstract [eng] |
In today’s volatile and dynamic business environment, Business Intelligence (BI) systems are expected to enhance organizational agility. Organizations invest in BI to better sense signals in the environment and respond more effectively by making data-driven decisions. However, not all organizations succeed, as the mere presence of BI does not guarantee the desired outcome. If BI systems lack flexibility and adaptability, they may become obstacles rather than enablers of agility. BI agility has emerged as a critical concept in ensuring that BI remains relevant and effective over time. Despite BI’s socio-technical nature, prior research has primarily focused on the technical aspects of BI agility, overlooking human-centered factors and the broader effect of organizational culture. This dissertation addresses these gaps by employing a mixed-methods approach, including expert interviews, two surveys, and a focus group discussion. It develops a novel conceptualization of BI agility, integrating technical and human-centered dimensions, and introduces a validated measurement instrument. It further examines the intertwined relationships between BI agility, organizational agility, and organizational culture, with empirical findings confirming that BI agility enhances organizational agility and that a performance-oriented organizational culture strengthens this relationship, with its moderating effect increasing at higher levels of BI agility. This dissertation not only contributes to academic literature but also provides practical guidance for organizations, offering a framework to effectively leverage BI systems and achieve sustained agility in a rapidly evolving business landscape. |
