The Impact of Business Intelligence Tools on Performance: A User Satisfaction Paradox?
Author(s): Bernhard Wieder,Peter Chamoni,Maria-Luise Ossimitz / Language(s): English
/ Issue: 3/2012
Keywords: Business Intelligence (BI); information systems success; data quality; user satisfaction; IT impact analysis
While Business Intelligence (BI) initiatives have been a top-priority of CIOs around the world
for several years, accounting for billions of USD of IT investments per annum (IDC), academic
research on the actual benefits derived from BI tools and the drivers of these benefits remain
sparse.
This paper reports the findings of an exploratory, cross-sectional field study investigating
the factors that define and drive benefits associated with the deployment of dedicated BI tools.
BI is broadly defined as an analytical process which transforms fragmented data of
enterprises and markets into action-oriented information or knowledge about objectives,
opportunities and positions of an organization; BI tools are software products primarily
designed and deployed to support this analytical process (e.g. data warehouse software, data
mining software, digital dashboards applications).
Building upon DeLoneand McLean’s (1992; 2002; 2003) information systems success
model, we develop, test and refine a BI quality and performance model adapted for the specific
purpose, application, user group and technology of BI tools. The ultimate performance
predictors in this model are user satisfaction and the impact of BI tools on managerial decision
quality, both of which are determined by data quality.
Partial Least Square (PLS) modeling is used to analyze data collected in a survey
administered to IT executives of large Australian Stock Exchange (ASX) listed companies.
The results confirm some of the theoretical relationships established in – especially the
original – DeLone-McLean model in the specific context of BI. More importantly, the results
also confirm the important role of explicit BI management as antecedent of benefits derived from
BI tools, and the key impact of data quality on managerial decision making and organizational
performance.
However, the results also reveal a ‘user satisfaction paradox’: In contrast to the
predictions derived from the DeLone-McLean model, organizational performance is negatively
associated with user satisfaction with BI tools. Financial performance data collected for ex-post verification of this unexpected result confirm this paradox. We discuss BI-specific
interpretations of these unexpected findings and provide avenues for future research.
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