Annotated Bibliography

Abzaltynova, Z. & Williams, J. (2013). Developments in business intelligence software. Journal

of Intelligence Studies in Business, 3(2), 18-38.
This research paper tested many of the underlying constructs that factor into the ways in which
business intelligence is changing. The paper evaluates the results of four hypotheses that guided
the path of the research as it pertains to all sections of the CI cycle. Hypothesis one sought to
investigate if corporate vendors intended to offer comprehensive solutions to corporate clients of
partial solutions. The second hypotheses tested if the business intelligence vendors were
successful at providing functional analysis solutions in the software or not. The purpose of the
third hypothesis centered around if the business intelligence software creators were going to
make considerable yearly updates and changes to the software. After the testing of that
hypostasis it was found that it was a standard practice for all business intelligence software
companies to offer industry standard upgrades and enhancements irrespective of the size of the
business and or conglomerate. The final hypotheses was to discover if the business intelligence
software can be divided into purposeful sub-groups. The researcher reported that the software
can be divided into four significant subgroups range from and consists of: adequate, advanced,
partially competent to completely inadequate. To make these determinations and empirical study
was initiated. The subjects were: Information Builders, MicroStrategy, IBM Cognos, SAS
Institute, SAP Business Objects, Microsoft, QlikView, TIBCO Spotfire, Actuate and Astragy.
The way the subjects were selected is that the reasearcher stated that: “The BI vendors operate
in countries across the globe and provide products that are popular enough in the BI software
market. It was decided to use those among the top vendors in order to give rational
representation of the vendors who actually make new developments in their software gradually.”
The research shows that the study adequately accounts of all three phases of the cycle except
that of “direction and planning.” The research yielding that further investigation is necessary
with a greater amount of attention given to the CI cycles.
Annotated Bibliography 2

Alter, S. (2009). Project collaboration, not just user participation. Proceedings of the 15th
Americas Conference on Information Systems (pp. 1-13). San Francisco, CA: Association
for Information Systems.

This paper presents a new framework model for business/IT collaboration. This framework
highlights nine related propositions. The researcher makes a key point to emphasize that it is
their opinion that “project collaboration” should replace “participant collaboration.” The
researchers assert that “the topic of “project collaboration” is more important than “user
participation,” which is a misnomer in relation to many of today's system projects. Project
collaboration comes closer to expressing major challenges and revealing alternative paths that
may or may not lead to successful projects.” They insist that the practicality of successful
project completion will hinge upon the tenants of making effective use of deploying methods
associated with project collaboration because doing so takes an abstract concept of “participant
collaboration” to a more concrete and result driven concept of “project collaboration” while
increasing specified accountability. The researchers suggest that some of the existing work
systems are moving toward becoming obsolete such as producing technical artifacts, but that it
would be far more feasible to improve business performance by creating new work systems or
improving upon those already in force.
The researchers concluded that a more streamlined approach to collaboration with IT/and
business collaborators is necessary to produce a greater level of productivity on future projects
to fine tune the ending results. The work cycle framework was evaluated to draw conclusions
that correspond to efficacy and deficiency.

Alter, S. (2013). Work system theory: an overview of core concepts, extensions, and challenges
for the future. Journal of the Association for Information Systems, 14(2), 72-121.
The purpose of this paper was to examine and explore specific elements of the work system
theory as it pertains to how the theory has morphed over time and the implications associated
with that morphing. It goes on to explore the differentials between work system theories and
work system methodologies. With work system theories it functions as a means to simplify and
categorize systems in a way that is easily understood and compartmentalized. This is often
facilitated through the use of purposed software etc. Also work system methods are introduced to
demonstrate the ease and accessibility of data can be when these systems are properly deployed.
Annotated Bibliography 3

WST was found to be useful in helping to build a bridge between hardware and software. “WST
is the basis of a flexible systems analysis method (WSM), different versions of which potentially
allow business professionals and/or IT professionals to use work system ideas for collaboration
and for their own unique purposes” The research underscores the importance of both the WSM
and WST processes and the benefits and complimentary similarities of both.

Arnott, D., Lizama, F. & Song, Y. (2017). Patterns of business intelligence systems use in
organizations. Decision Support Systems, 97, 58-68.
doi:http://dx.doi.org/10.1016/j.dss.2017.03.005
This paper studies the BI/large scale decision support systems. It highlights that the CIO’s
concern and need for a sound decision system is to disseminate the type of decisions that must be
made and the kinds of managers needed for such decisions. This paper examines eight different
business intelligence systems and eighty six decisions that resulted from the testing of the
systems. The paper sought to explore these patterns by looking at two sets of theory and the
dominant contemporary approach to understanding human decisions making from behavioral
economics. To analyze the findings and data, the researcher’s method was to pool all of the
collected data from the review of the case studies using secondary analysis. The paper answered
the research question through updating the DSS framework and using secondary analysis. The
paper clarified the role of functional organizational BI systems. The paper was limited in that
there were noted bias that shaped the case study and analysis.

Bano, M., & Zowghi, D. (2013). User involvement in software development and system success:
a systematic literature review. Proceedings of the 17th International Conference on
Evaluation and Assessment in Software Engineering (pp. 125-130). Porto de Galinhas,
Brazil: Association of Computing Machinery (ACM). doi:10.1145/2460999.2461017
The purpose of the research was to examine the UI/ in software development and the propensity
for software success. The researcher employed a method of reviewing other researchers findings
to set a precedent. As a result of that investigation of literature, the researcher selected 87
relevant empirical studies that investigated various perspectives and concepts of user
involvement (UI) in software development process during the period of 1980 – 2012. They
found that 59 report that UI positively contributes to system success, 7 report a negative
contribution and 21 inconclusive. The conclusion shows an overall positive impact of user
involvement on system success. It also reports that the relationship between user involvement
and system success is neither direct nor simple, and it depends on many different factors and
Annotated Bibliography 4

conditions surrounding systems development processes. The article researchers note that there
were particular limitations on the research was the terminology that was omitted that could have
yielded more dense research such as including the using of the terms “stakeholders” and “users”
and “engagement” and “involvement.” They notate that semantics and word choice could be a
limitation when conducting comprehensive research.

Chen, X., Li, X., Clark, J.G. & Dietrich, G.B. (2013). Knowledge sharing in open source
software project teams: A transactive memory system perspective. International Journal
of Information Management, 33, 553-563.
doi:http://dx.doi.org/10.1016/j.ijinfomgt.2013.01.008
The purpose of this research is to close the gap within previous research to examine if the team
cognitive mechanisms facilitate knowledge sharing, communication quality and technical
achievement of OSS teams. This evaluation was performed by using the data of 95 OSS projects
using the PLS method. The findings yielded that commnication profoundly impacts and benefits
OSS and knowledge sharing activities. The research sample was collected from on online
resource community (www.sourceforge.net.) A filtering system was used to flush out any non-
useful projects. After the flush was completed there was a total sample pool of 216 OSS projects.
The research does bear certain limitations. The larger teams with more developers may have not
been as reliable as the smaller teams.

Dyche, J. (2012, May 2). End the chaos: A better approach to business intelligence. Retrieved
March 11, 2018, from Harvard Business Review: https://hbr.org/2012/05/end-the-chaos-
a-better-approach
This article explores a single person’s views of how version control will help to end the chaos of
multiple reports that when consolidated as one singular report will encourage order and structure
that will minimize confusion in reporting. The idea is to create a process of updating and
consolidating that is beneficial to the company players that will utilize the reports.

Fox, J. (2014, October 16). The economics of knowledge sharing. Retrieved March 11, 2018,
from Harvard Business Review: https://hbr.org/2014/10/the-economics-of-knowledge-
sharing
This article is a transcription of an interview of both Josh Lerner of Harvard Business School and
Jean Tirole. Some of the topics were patent pools and information share organizations.
*very short article* minimal researh
Annotated Bibliography 5

Govindarajan, V. & Srinivas, S. (2013, December 25). Get a better return on your business
intelligence. Retrieved March 11, 2018, from Harvard Business Review:
https://hbr.org/2013/12/get-a-better-return-on-your-business-intelligence

The purpose of this article was to expound on the elements that constitute how to bet a better
return on your business intelligence. There were six elements that were itemized as necessary to
maximizing the return on business intelligence. These elements were: starting point, destination,
the plan, variation, and early action. The conclusion stated that: “unless a strong, intelligent,
action-based foundation is in place to address each of these six critical variables, organizations
are likely to get swept away by the buzz of business intelligence, become distracted by pretty
charts on mobile devices, and end up landing where the winds take them. And when the external
forces take charge, there is no guarantee it will be a safe landing. Instead, leaders must guide
their companies safely toward their intended destinations.”

Işık, Ö., Jones, M.C., Sidorova, A. (2013). Business intelligence success: The roles of business
intelligence capabilities and decision environments. Information & Management, 50, 13-
23. doi:http://dx.doi.org/10.1016/j.im.2012.12.001

The purpose of this article is to examine the role of the decision environment in how well
business intelligence (BI) capabilities are leveraged to achieve BI success. The researcher
explored the “decision environment” and the types of decisions as well as the information
process needs of the company. The researchers found that data quality, user access as well as the
integration of BI with other process systems were necessary regardless of the “decision
environment.” This study we examined the relationship between technological and
organizational BI capabilities, decision environment characteristics and BI success.
The results of the study paint an insightful yet occasionally surprising picture of the factors
influencing BI success. Although some BI capabilities are found to be important for BI success
regardless of the decision environment, other capabilities’ effects are moderated by the decision
environment’s characteristics. Still other BI capabilities, such as data quality, appear to have
reached an acceptable level, and further improvements to such capabilities may not translate into
greater BI success. These findings have important implications for both researchers and
practitioners. From the research point of view, this study brings the BI research and the
information processing literature together. While this study focused only on two types of
decision environments, future research is necessary to incorporate the additional decision
Annotated Bibliography 6

environments in the nine cells of the Gorry and Scott Morton framework. Including intermediary
decision environments could provide more insight into where the inflection points are located.

Mudzana T. & Maharaj, M. (2017). Toward an understanding of business intelligence systems

success: A South African Study. The Electronic Journal Information Systems Evaluation,
20(1), 24-38.
This research explores the success factors of business intelligence (BI) systems across three
employment groups in South Africa. The (3) categories of employment groups are: top/middle
and operational staff. The researchers proposed a research model following their literature
review. This study hypothesized that information quality, system quality, service quality, user
quality, user satisfaction, and individual impact are factors that might contribute to the success of
BI systems among the different employment groups in South Africa. The model was tested and
found to be valid predicated upon data derived from 211 BI users. The managerial implications
of the findings are that differentiated BI implementation strategies aimed at specific employment
groups might improve success rates, as opposed to a single broad-brush strategy for all end users.
The paper concludes by discussing the limitations of the study, which should be addressed in
future research. The study tool was in the form of a questionnaire was the main data collection
instrument of this research. This method was effective because it allowed the researcher to easily
collect data from a large number of respondents. In total, 211 useable questionnaires were
received. Data analysis for this study was performed using the program ‘SPSS/Amos for
Windows’. Simple descriptive data analysis was conducted to gain a greater understanding of the
data, and of each construct. Other data tests were performed to assess non-response bias and
common method bias. “The study has some limitations which should be taken into consideration
in future studies. First, because the independent and dependent variables were measured in the
same questionnaire, common methods bias may have been introduced. A future study might
consider measuring the independent and dependent variables separately. Another limitation was
that this study was limited to South Africa. Therefore care needs to be taken when generalizing
the results of the study.”
Annotated Bibliography 7

Muhammad, G., Ibrahim, J., Bhatti, Z. , & Waqas, A. (2014). Business intelligence as a
knowledge management tool in providing financial consultancy services. American
Journal of Information Systems, 2(2), 26-32. doi:10.12691/ajis-2-2-1

The main objective of this paper is to elaborate how Business Intelligence (BI) as a knowledge
management tool could help consultants in providing professional services to the financial
sector. The Business Intelligence (BI) solution could be a competitive advantage for the
consultants if they are able to exploit the Business Intelligence (BI) tools and technology such as
Data Warehouse, Data Mining, On-Line Analytical Processing (OLAP) and Extraction
Transformation Load (ETL). The consultants can use Business Intelligence (BI) solution to
analyze the organizational data such as structures and business processes of the Financial
Institution. In conclusion, this paper describes how business intelligence plays its role as
knowledge management tool to give benefit to the financial sector which always has fast-
changing market and vast-amount of data. The business intelligence plays role to extracting the
hidden patterns and valuable information from internal and external source of data. The
limitations factors for system quality such as search and integration, inconvenience and system
quality positively affect user dissatisfaction with the Knowledge Management (KM) system.
Moreover, the limitations components of knowledge prime such as incongruence/ inexperience
and untrustiness and increase the dissatisfaction.
Annotated Bibliography 8

Muriithi, G. M. & Kotzé, J. E. (2013). A conceptual framework for delivering cost-effective

business intelligence solutions as a service. Proceedings of the South African Institute for
Computer Scientists and Information Technologists Conference (pp. 96-100). East
London, South Africa: Association of Computing Machinery (ACM).
doi:10.1145/2513456.2513502
This paper argues that adopting a cloud computing model, where BI is offered as a service over
the Internet can lower these barriers and accelerate the pace of BI adoption. However, migrating
BI systems from traditional on premise environments to the cloud presents huge challenges.
There are technical, economic, organizational and regulatory hurdles to overcome.
Also, adopting a cloud computing model where BI is delivered as a service over the Internet can
significantly lower the barriers of adoption such as high costs and lack of in-house expertise and
help accelerate the adoption of BI systems. Though laden with potential benefits, successfully
migrating BI systems from traditional on-premise environments to the cloud needs to overcome
several technical, economic, organizational and regulatory hurdles. The benefits and risks were
charted and delineated accordingly. The research is revered and credible and viable.

Navimipour, N.J. & Charband, Y. (2016). Knowledge sharing mechanisms and techniques in
project teams: Literature review, classification, and current trends. Computers in Human
Behavior, 62, 730-742. doi:http://dx.doi.org/10.1016/j.chb.2016.05.003
The purpose of this paper is to evaluate state of the art knowledge sharing mechanisms as well as
directions for future use. 71 papers and 28 primary studies were used to derive the conclusions
put forth in the findings portion. A survey was then created that aimed to address the research
questions raised. The paper endeavored to make clear distinction between the function of
knowledge sharing, knowledge management and project teams. The articles to that were used to
complete this research were selected through a classification process. Two sets of reviewers
independently screened the articled and then classified into “knowledge share” or “project team”
classifications. Sharing between project teams is found to be an effective practice when the
research is properly classified and previewed to deem validity and reliability. Cultural dynamics
shape and shift knowledge sharing during a project collaboration initiative. For knowledge
sharing to be most effective, flexibility must be exercised among all participants. The open issue
that remains one of continued improvement is the element of “trust” within any collaborative
effort.
Annotated Bibliography 9

Park, J. & Lee, J. (2014). Knowledge sharing in information systems development projects:
Explicating the role of dependence and trust. International Journal of Project
Management, 32, 153-165. doi:http://dx.doi.org/10.1016/j.ijproman.2013.02.004

This study provides empirical evidence for the role of dependence and trust in knowledge
sharing in information systems projects. As critical antecedents of dependence and trust among
team members, four constructs are included in the study—environmental complexity, domain
expertise, similarity of project value, and communication frequency. Partial least square analyses
are conducted, using data collected from 135 project teams in two large IT firms. The research
model posits that the trust–dependence relationship influences the extent of knowledge sharing
during the IS development process. Some of the limitations are: random sampling is not easy to
achieve, personal memory can erroneously affect varied phases of the study. The conclusion
finds that the research could be enhanced by future comprehensive studies.

Ramim, M. M., & Lichvar, B. T. (2013). Effective collaboration and knowledge sharing in short
vs. long-term SD projects. Online Journal of Applied Knowledge Management, 1(1), 133-
147.

The purpose of this working paper is to propose a theoretical model for the impact of trust, tacit
and explicit knowledge sharing, and familiarity with information privacy policy on the projects’
effective collaborations. We then pose four hypotheses and a proposed agenda for addressing the
hypotheses. Some preliminary data analysis is expected to be included in revisions of this draft.
The main goal of this research-in-progress paper is to propose a causal model and understand the
impact knowledge sharing, trust, and familiarity with information privacy policy have on
effective collaboration in long and short term SD projects. To test the relationship among trust,
knowledge sharing, information privacy policy, and effective collaboration, the researcher
collected data from 3 firms of a total of 300 people. A standard web-based survey was emailed to
the sample group of these companies. The criteria to take the survey was that the subject be a
member of the project team and have previously collaborated with a project before. The
researchers intend to evaluate if the study was reliable by applying The Cronbach’s Alpha
reliability test will be conducted on the constructs to determine the construct reliability across
each measured construct.
Annotated Bibliography 10

Ramim, M.M. & Lichvar, B.T. (2014). Eliciting expert panel perspective on effective
collaboration in system development projects. Online Journal of Applied Knowledge
Management, 2(1), 122-136.
The purpose of this paper is to explain how the success of System Development (SD) projects
largely depends on individuals within the team who are able to collaborate effectively. The
Delphi methodology and data collection process was that this research used a panel of 7
individuals with expertise on the topic. According to Clayton, expert panel definition for
homogeneous groups which include social and professional groups; requires a panel of 5 to 10
experts. The researchers’ identified the limitation as follows directly: “Based on the panelists’
comments, the survey items in sections A through E appear to be a good fit based on our
constructs. The second round distributed the revised survey to the first round panelists. Round
two findings identified grammar errors and panelist seven concerns regarding the type of scale
being used for this study.”

Rimm, A. (2015, August 10). How to keep support for your project from evaporating. Retrieved
March 11, 2018, from Harvard Business Review: https://hbr.org/2015/08/how-to-keep-
support-for-your-project-from-evaporating

This article grapples with the burden of how to keep support for your project from “evaporating.”
The researcher espouses that since support is sometimes predicated on emotion and feelings that
was necessary to keep a running flow chart of votes of support and confidence as a certain
vetting effort each time she broached the subject in an official capacity. Doing so gave her data
to refer to and served as a reminder for her supporters that they have pledged to see the project
succeed for the long haul through the necessary durations. She also indicates that it is equally as
important to log “undecided” and “opposing votes” as well to examine the plausibility of the
opposition being changed to support at some point. She stated that once she began to utilize these
methods of “documenting” support her projects have had more consistent support and far less
“defeat.”
Annotated Bibliography 11

Sangar, A.B. & Iahad, N.B.A. (2013). Critical factors that affect the success of business
intelligence systems in an organization. International Journal of Scientific & Technology
Research, 2(2), 176-180.
“This paper explores the critical success factors (CSFs) that effect BIS implementation both from
the perspectives of management and technology. Also, based on literature and interviews, a
conceptual framework of successful implementation of BIS is proposed. The framework
summarizes CSFs of BIS based on project implementation life cycle (pre implementation stage,
implementation stage and post-implementation stage) from managerial and technological
perspectives. Finally, results, suggestions and directions for future researches are discussed.
This paper follows Juha and Virpi who describe the BIS concept as a systematic process for
“acquiring, analyzing and disseminating a company’s strategic and operational information”[12].
The final stage was a post-implementation stage and it included two kinds of processes; system
optimization and keeping system go-live (maintenance, repair, updating and upgrading).
The framework identified critical constructs that can be used by academicians for further
empirical studies. Moreover, more empirical research needs to be conducted to better
understanding of the different roles played by various stakeholders and how these stakeholders
evaluate the success of a BIS implementation.”

Trieu, V-H. (2017). Getting value from Business Intelligence systems: A review and research
agenda. Decision Support Systems, 93, 111-124.
doi:http://dx.doi.org/10.1016/j.dss.2016.09.019

The purpose and scope of this paper was to reviews and synthesize empirical Information System
(IS) studies to learn what we know, how well we know, and what we need to know about the
processes of organizations obtaining business value from BI systems. The study aims to identify
which parts of the BI business value process have been studied and are still most in need of
research, and to propose specific research questions for the future. To ensure data consistency
and relevance across the collection, only publications containing “business intelligence”,
“business analytics”, “big data”, “data mining” or “data warehousing” in their title, abstract, or
subject indexing (when applicable) were retrieved. The researcher indicated the known
limitations of this research in that Although great care was taken to review the literature
thoroughly, three limitations should be noted. First, the study only examined the attention
Annotated Bibliography 12

that researchers paid to particular constructs and relationships in their research. The review did
not include a quantitative evaluation of the strength of relationships among concepts in the
framework. A meta-analysis could be conducted, as a next step, to extend this study. Second, the
findings of the review and the opportunities identified are inevitably limited by the framework
adopted and the approach taken to sampling articles. 25 citations were used with the stated
criteria to ensure data consistency and relevance across the collection, only publications
containing “business intelligence”, “business analytics”, “big data”, “data mining” or “data
warehousing” in their title, abstract, or subject indexing (when applicable) were retrieved.

Villamarín García, J.M. & Díaz Pinzón, B.H. (2017). Key success factors to business intelligence
solution implementation. Journal of Intelligence Studies in Business, 7(1), 48-69.
Retrieved from https://ojs.hh.se/index.php/JISIB/article/view/200

The purpose of this paper was to identify key factors to business intelligence solutions. The
research method employed was the multi-methodology proposed by Mingers (2006), which
follows the phases: appreciation, where document search is conducted through a literature
review; analysis, where hypothetical structures related with the key success factors are proposed;
assessment, where key success factors are assessed along with experts; and action, where
research result discussion is shown. The paper prefaces it’s argument that in order for companies
and economies to survive in today’s market that decisions must be accurate and timely.
Theoretical background study yielded that given the high failure rates, sub-utilization and the
withdrawal of BI solutions, the need to approach issues that encourage good planning, use,
implementation and holding of these type of solutions is evident. The limitations denoted
consists of the need for further research, this work may involve a greater sample of experts that
allow for a more detailed analysis by economic sector, industry and likewise by distinguishing
the kind of affiliation.

Vines, J., Clarke, R., Wright, P., McCarthy, J., & Olivier, P. (2013). Configuring participation:
on how we involve people in design. Proceedings of the SIGCHI Conference on Human
Factors in Computing Systems (pp. 429-438). Paris, France: Association of Computing
Machinery (ACM). doi:10.1145/2470654.2470716

The purpose of this paper is to look at how people are involved in design. In order to do this the
researcher has chosen to explore three questions that we consider important for understanding
Annotated Bibliography 13

how HCI configures participation; Who initiates, directs and benefits from user participation in
design? In what forms does user participation occur? How is control shared with users in design?
In answering these questions we consider the conceptual, ethical and pragmatic problems this
raises for current participatory HCI research. Finally, the researcher offers directions for future
work explicitly dealing with the configuration of participation. At the close of the study the
research shows that there are a myriad of conceptual, ethical, and pragmatic challenges.

Yeoh, W., & Popovic, A. (2015). Extending the understanding of critical success factors for
implementing business intelligence systems. Journal of the Association for Information
Science and Technology. doi:10.1002/asi.23366

The purpose of this research was to clearly define the critical factors that must be in use for a
business intelligence system to run smoothly. To collect data, semi-structured interviews were
selected as the primary source of evidence to facilitate an examination of the organizations’
experiences in relation to the CSFs identified in the literature. The conclusions were that
understanding CSFs is a key for successful implementation of a BI system. This study examined
the organization, process, and technology factors impacting BI systems implementation in seven
large organizations. The study and findings were valid and reliable in their published results.