Successful business intelligence implementation: a systematic literature review <s> Project champion <s> The innovation literature suggests a number of proactive roles (e.g., idea generator, idea champion, and orchestrator) that organizational members can play in the development and implementation of innovations. This study examines self-report data gathered at two points in time from organizational members (N = 90) within the National Cancer Institute's Cancer Information Service (CIS), a geographically-dispersed federal government health information and education network that is piloting innovative intervention strategies to disseminate cancer information to the public. Unexpectedly, results indicate that those who have the power to champion innovation are also capable of challenging it, suggesting the existence of a new innovation role held by organizational members who object to innovation adoption or innovation: the devil's advocate. The discussion explores implications for research and practice that challenge traditional notions about roles that people play in the innovation process. Keywords: Champions, Devil's Advocates, Health Communication, Innovation, Roles Much of the existing research on the phenomenon of innovation has been summarized by Rogers in his review of the diffusion literature (Rogers, 1995). Rogers defined innovation as "an idea, practice, or object that is perceived as new by an individual or other unit of adoption" (1995, p. 11). More generally, innovation can be conceived of as "the adoption of an internally generated or purchased device, system, policy, program, process, product, or service that is new to the adopting organization" (Damanpour, 1991, p. 556). Whether innovations are actually new or just perceived to be new, they usually are geared to produce a desired end-state. As Kanter pointed out, "innovation is the process of bringing new ideas into productive use" (Kanter, Kao, & Wiersema, 1997, P. 20). However, because organizations exist in highly complex, uncertain environments (Weick, 1995), innovations frequently result in a number of unanticipated outcomes. Ultimately, the extent to which organizational members perceive advantages or disadvantages associated with innovation outcomes is determined by their subjective experiences, which are rooted in communication. This study examines whether organizational members in various innovation roles differ significantly with respect to their perceptions about the pros and cons of innovation and their levels of innovation-related communication. This work begins with an overview of the roles that organizational members play in the innovation process. Subsequently, it tests the prediction that those who play central roles in the innovation process will be more likely to have favorable attitudes toward the innovation and higher levels of innovation-related communication than those who play peripheral roles in the innovation process. Finally, a discussion of the results provides insight about the nature of resisting innovation, elaborates on existing innovation role typologies, and explores the role of communication in taking ownership of the innovation process. Innovation Roles Several factors can lead to differences in perceptions of innovation among organizational members. For example, differences in the acceptance of innovations are often based upon organizational members' levels within the hierarchy, seniority, experience, and unit affiliations (Kossek, 1989). One reason for these observed differences may be that distinct groups of stakeholders have differing interests in the evaluation process (Roberts & Bradley, 1991; Weiss, 1983). In an effort to evaluate innovation outcomes from their own perspectives, various groups focus on different data in their assessment of outcomes (Ashmos, McDaniel, & Duchon, 1990; Brimm, 1988). As a result, different groups' perceptions of the same innovation may vary depending on their stake and role in the innovation process (King, 1990). Organizational innovation requires the fulfillment of specific key roles that guide a new idea through the innovation process. … <s> BIB001 </s> Successful business intelligence implementation: a systematic literature review <s> Project champion <s> This paper investigates the managerial competences required for the complex interactions required to successfully integrate an Enterprise Resource Planning system into an organization—the ERP journey. A feature of the study (a five year longitudinal study of a Danish production company implementing SAP R/3) was the rise and fall of the ERP project managers. The study showed that different stages of the ERP journey required different competences from the managers. A manager with a certain competence mix might successfully oversee part of the ERP journey, but a different blend of competences was required to manage other parts. The paper concludes that a wide range of competences are required: personal, business and technical. The competence mix should be expected to vary through the journey, and is often too much to expect of one person. <s> BIB002 </s> Successful business intelligence implementation: a systematic literature review <s> Project champion <s> Abstract Information technology/systems play a major role in improving the competitiveness of organizations. There are numerous enterprise information software packages available in the market. One of them is enterprise resource planning (ERP). ERP can provide significant improvements in efficiency across a company, but only when implemented correctly. Otherwise, an ERP system could be a curse and drag the whole enterprise into spiraling inefficiency. Planning for ERP systems and their implementations requires an integrated approach to meet the requirements of various functional areas. With a brief overview of ERP implementations, this paper describes some experiences of an ERP implementation in a water corporation. The case study reveals some of the intricacies during the planning and implementation stages that may occur in any company in any part of the world. Suggestions are offered in resolving the issues of implementing ERP. <s> BIB003 </s> Successful business intelligence implementation: a systematic literature review <s> Project champion <s> Data warehouse (DW) and business intelligence (BI) systems are among the most important IT-based systems in organizations. The decisions made using these systems can fundamentally affect an organization’s nature and performance. This paper reports the results of a case study that investigated the nature of DW/BI development. The theory lens used to frame and analyse the research was critical success factors (CSF). Ten CSF were identified from previous research on executive information systems, DW, and BI. This CSF set was used to analyse the failure of a corporate DW/BI project and the subsequent success of a smaller, functional BI system. To overcome previous criticism of the CSF approach, the CSF were analysed within the project’s organizational context and in terms of the dynamics of CSF over the life of the project. The case provides a number of lessons for organizations embarking on enterprise-scale DW/BI projects. The study shows that the augmented CSF approach is useful in understanding DW/BI development. <s> BIB004 </s> Successful business intelligence implementation: a systematic literature review <s> Project champion <s> The implementation of a business intelligence (BI) system is a complex undertaking requiring considerable resources. Yet there is a limited authoritative set of critical success factors (CSFs) for management reference because the BI market has been driven mainly by the IT industry and vendors. This research seeks to bridge the gap that exists between academia and practitioners by investigating the CSFs influencing BI systems success. The study followed a two-stage qualitative approach. Firstly, the authors utilised the Delphi method to conduct three rounds of studies. The study develops a CSFs framework crucial for BI systems implementation. Next, the framework and the associated CSFs are delineated through a series of case studies. The empirical findings substantiate the construct and applicability of the framework. More significantly, the research further reveals that those organisations which address the CSFs from a business orientation approach will be more likely to achieve better results. <s> BIB005 </s> Successful business intelligence implementation: a systematic literature review <s> Project champion <s> The main objective of this article is to identify the critical success factors (CSFs) for Business Intelligence (BI) systems implementation in small and medium enterprises (SMEs).The structure of the article is subordinated to this objective. The paper identifies the term Business Intelligence, characteristics of Business Intelligence systems, and various perspectives of their development. Then, the existing CSFs of IT projects and BI projects proposed by various authors in literature are reviewed. Next, on the basis of statistical data and literature, the role of SMEs in the economy and the barriers to their development are assessed. The obtained results allowed us to determine that one of the barriers to the SMEs development is the implementation and use of IT. Subsequently, using in-depth interviews with SMEs, the SMEs need for BI systems as well as the determinants and barriers to their implementation are recognized. Based on the findings, using critical thinking and inductive reasoning, the authors of the article along with the researched enterprises have defined CSFs that are crucial for implementing BI systems in SMEs. The results obtained may be useful for managers, policy makers, business analysts, and IT specialists in dealing with planning and implementation of BI systems in SMEs. <s> BIB006 </s> Successful business intelligence implementation: a systematic literature review <s> Project champion <s> Nowadays, Business Intelligence (BI) is becoming as a necessity for a lot of organizations. Figures show that billions of US dollars are spent on BI systems annually. Unfortunately, according to statistics, more than half of BI projects are ending with unrealized benefit. Many researchers tried to investigate the reasons behind this failure rate, they found one the main reasons is that many organizations are not yet ready for such systems. Therefore, it is highly encouraged to assess organization's readiness toward BI systems to avoid any losses and to enhance the overall revenue. At the same time, it was noticed that although many studies have been done, but none of them were done empirically on Malaysian context. So, an initiative has been taken, by the authors, to develop a model for assessing organization's readiness toward BI systems, based on the context of Malaysian Organizations (CMOs). This paper will uncover some results of the first round survey of this study. A brief introduction on BI systems and the challenges of their implementation will be presented. In addition, a review and analysis of models for assessing organizations' readiness toward BI systems is provided. <s> BIB007 </s> Successful business intelligence implementation: a systematic literature review <s> Project champion <s> As more organizations move towards intelligent IT infrastructure, nowadays, Business Intelligence Systems (BIS) become a more widely used IT solution. Even though it is a widely used IT solution, many BIS implementations are not successful because they are time consuming and expensive. The benefits of BIS can be achieved if the system is implemented successfully. 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. <s> BIB008 </s> Successful business intelligence implementation: a systematic literature review <s> Project champion <s> While extant business intelligence systems (BIS) adoption research focused mainly on adoption of BIS in large-sized organizations, our understanding about the adoption determinants and the process within small and medium enterprises (SME) is still limited. The aim of our research is to identify SME-specific determinants of BIS adoption at firm level that will guide the development and testing of a BIS adoption framework in the milieu of SMEs. By leveraging semi-structured interviews involving BIS experts and adopters, and blending them with comprehensive IT/IS adoption literature we identified instrumental determinant candidates for delving deeper into BIS adoption in SMEs. <s> BIB009 </s> Successful business intelligence implementation: a systematic literature review <s> Project champion <s> This paper depicts the effect of Critical Success Factors (CSFs) on business intelligence (BI) system implementations in Malaysian context by applying a Delphi study. The results of this study provides insight to the most important CSFS which assist the Malaysian public sector organizations to organize their resources through understanding those CSFs that are most likely to have an impact upon the implementation of the BI system. The modified Delphi study was selected to conduct this study. Result of first round of Delphi study revealed that the user access is insignificant factor for the success of BI system implementation. Moreover, overall finding of Delphi study highlighted the continuous management support, scalable and flexible system, BI team skill, resource allocation, organization culture, and coordination between IT and business units as most important CSFs for implementation of BI system. <s> BIB010 </s> Successful business intelligence implementation: a systematic literature review <s> Project champion <s> Although the application of business intelligence (BI) system has increased recently, the critical success factors (CSFs) of BI system implementation remain poorly understood. Therefore, understanding CSFs for BI system is necessary for a company to be successful in implementing a BI system. Currently, the number of business successfully implemented BI in Vietnam is still limited. In order to understand the current situation of BI implementation in Vietnam, case study method has been used. Based on the research framework developed by Yeoh & Koronios, in-depth interviews have been conducted with 4 Vietnamese companies, who already implemented BI system. The main result of this study helps to extract the lessons learnt from 4 cases to rank the importance of CSFs for BI implementation in Vietnam context. Based on this result, recommendations were made for increasing the probability of successfully implementing BI system in Vietnam and other countries with similar conditions. <s> BIB011 </s> Successful business intelligence implementation: a systematic literature review <s> Project champion <s> Extant studies suggest implementing a business intelligence BI system is a costly, resource-intensive and complex undertaking. Literature draws attention to the critical success factors CSFs for implementation of BI systems. Leveraging case studies of seven large organizations and blending them with Yeoh and Koronios's 2010 BI CSFs framework, our empirical study gives evidence to support this notion of CSFs and provides better contextual understanding of the CSFs in BI implementation domain. Cross-case analysis suggests that organizational factors play the most crucial role in determining the success of a BI system implementation. Hence, BI stakeholders should prioritize on the organizational dimension ahead of other factors. Our findings allow BI stakeholders to holistically understand the CSFs and the associated contextual issues that impact on implementation of BI systems. <s> BIB012 </s> Successful business intelligence implementation: a systematic literature review <s> Project champion <s> Business intelligence (BI) solutions have been adopted within organizations as a mean to achieve a more grounded decision making process that results in better organizational outcomes. Nowadays, about 70% to 80% of business intelligence implementation projects fail due to both technological and managerial issues. Multi-methodology proposed by Mingers (2006) was followed to develop the research in four phases: appreciation, where documental search was conducted through a literature review; analysis, where hypothetical structures related with the key success factors were proposed; assessment, where key success factors were assessed along with experts; and action, where research results discussion was shown. As a result, 13 factors that affect the business intelligence solution’s success were identified. Those factors contribute to improve planning and implementation of business intelligence projects, accomplishing in a greater extent the purposes of these projects. <s> BIB013 </s> Successful business intelligence implementation: a systematic literature review <s> Project champion <s> Keen competitions among banks to attract and maintain clients, together with issues such as risk management, and loss prevention are some of the common phenomena in the banking sector recently. As a result, Business Intelligence (BI) technologies which can be used to analyze and detect fraud, predict and understand the behavior of clients have come to the rescue of the banks. This study explores the factors that influence Ghanaian banks to adopt BI Systems and also determines the extent of its implementation. This was done with the development of a structural model through the lens of the Diffusion of Innovations Theory, Technology-Organization-Environment framework, and the Institutional Theory. A sample data from 130 Bank executives were subjected to partial least squares structural equation modeling (PLS-SEM). The results showed that technological factors (Relative Advantage and Complexity), organizational factors (Presence of Champion and Organizational Readiness), and environmental factors (Regulatory Body) account for BI Systems adoption in Ghanaian banks. Also, the analysis revealed that Ghanaian banks have reached a high level in terms of BI Systems implementation. This study contributes to enrich the Information Systems (IS) literature by identifying the contextual factors that organizations especially in sub-Saharan Africa (SSA) countries should focus on with their BI Systems implementation effort. Other implications are also discussed. <s> BIB014 </s> Successful business intelligence implementation: a systematic literature review <s> Project champion <s> Though many organizations have turned to developing and using business intelligence systems, not all have been successful in implementing such systems. These systems have social-technical dimensions with many elements and are very complicated. Numerous studies have been carried out on implementation and employment of business intelligence, but in the past studies only specific aspects and dimensions have been addressed. The aim of this study is to identify key factors in the implementation process of business intelligence in the Iranian banking industry. The present research is objectively applied as a survey study in implementation strategy. Also it is a descriptive study in terms of the research plan and data collection where two documentary and field study methods have been used for collecting data. The statistical population of this study comprises experts and professionals in information technology who are active in implementing solutions for business intelligence in the banking industry of Iran. In this study, 16 people were chosen based on non-random judgment sampling combined with targeted and snowball sampling as a statistical sample and their viewpoints were extracted and refined using the Fuzzy Delphi Technique. First through studying past research records and reviewing literature of effective factors in implementing business intelligence process, 37 factors were identified. Then by implementing five rounds of the Fuzzy Delphi Technique, 39 factors were confirmed as significant among 37 factors affecting the business intelligence implementation process in past studies and 10 factors proposed by experts. Also, these 39 factors were classified in nine main groups including organizational, human, data quality, environmental, system ability, strategic, service quality, technical infrastructure, and managerial factors. Managers and executives of business intelligence projects in Iran's banking industry can achieve the given objectives and results by considering such significant factors in planning and taking measures related to effective implementation of business intelligence. <s> BIB015
The requirement for a champion of the project is also considered as a relatively significant element in successful BI implementation. As BIB003 note, such a project champion ought to have strong skills in leadership. In addition, such a person ought to have managerial competencies in a range of personal, technical and business-oriented ways BIB002 . Project champion is defined here as an individual at management level who recognises ideas that are useful for his/her organisation and leads with adequate authority and resources during all the phases of development and implementation BIB001 . A champion was described by BIB005 as a person who has high levels of enthusiasm along with an in-depth knowledge of business processes within his or her organisation, in addition to a good awareness of the technological innovations under discussion and requiring commitment. The research that exists in the area shows that project champions, when present, are able to impact upon successful BI system adoption significantly BIB004  BIB005 BIB006 BIB007  BIB008 BIB009  BIB010  BIB011 BIB012 BIB013 BIB014 BIB015 .