Organizational Effectiveness: Systematic Literature Towards A Conceptual Framework

AEI-Insights: An International Journal of Asia-Europe Relations 
ISSN: 2289-800X, Vol. 9, Issue 1, July 2023
DOI: https://doi.org/10.37353/aei-insights.vol9.issue1.3

ORGANIZATIONAL EFFECTIVENESS: 
SYSTEMATIC LITERATURE TOWARDS A CONCEPTUAL FRAMEWORK

Amran Ahmad⁺
Fumitaka Furuoka
Rajah Rasiah

Asia-Europe Institute, Universiti Malaya, 50603 Kuala Lumpur, Malaysia

⁺Corresponding author: amranahmad188@gmail.com

Abstract

To survive in this highly competitive business era, every business organization has to ensure a solid strategic position in the market. Researchers and practitioners highlight that enhancing the organization's effectiveness is essential to secure a strategic place in this competitive business world. Organizational effectiveness refers to the organization's success rate in achieving its goals. But it takes work to ensure the effectiveness of the organization. Therefore, the present study reviewed 25 articles using a systematic literature review approach. Based on the review outcomes, the present study proposes a unique model indicating the factors that enhance the organization's effectiveness. Accordingly, the present study highlights that business intelligence as methods and tools that organizations employ to manage and analyse business information, organizational agility such as market capitalizing agility, and operational adjustment agility. Agility is the capacity of an organization to renew, adapt, and change, and a fast evolving, uncertain, unstable environment and an innovative organizational climate, which is known as a creative organizational environment, are the influencing factors that influence organizational effectiveness. This study offers a unique direction for managers of organizations on how to ensure a strategic market position in this volatile business environment through enhancing organizational effectiveness. 

Keywords: Organizational agility, Business intelligence, Organizational innovative climate, Organizational effectiveness, Systematic literature review, Conceptual model

Introduction

Growing competition, technological advancement, and changing customer demand are the underlying reasons for organizations' increasing challenges in the global market. Scholars and practitioners have highlighted the importance of organizational effectiveness (OE) in addressing these challenges (e.g., Awan and Jehanzeb, 2022; Jha et al., 2022). Enhancing organizational effectiveness can ensure organizational success through better management that can reduce cost, improve customer relations, increase corporate value, enhance employee performance, and provide better use of technology. However, enhancing effectiveness has emerged as a significant challenge facing organizations worldwide (Awan et al., 2022; Jha et al., 2022). Consequently, this review seeks to problematize the complex concept of OE targeted at raising the competitiveness of organizations.

Previous studies investigated the role of leadership styles, culture, and communication methods (Nazarian et al., 2021, Zlatković, 2018); HR practices (Murthy and Kumar 2021); learning culture, employee competencies (Potnuru et al., 2021); knowledge management enablers, knowledge management process (Bezzina et al., 2020); technological capabilities, resilience capabilities, environmental dynamism, and competitive intensity (Bustinza et al., 2019); employee involvement climate (Bosak et al., 2017); environmental scanning, competitor orientation, and forward-looking information (Phornlaphatrachakorn and Na-kalasindhu, 2020); Employee ambidexterity, employee agility (Herlina et al., 2021); resilience capabilities, environmental dynamism, competitive intensity, and technological capabilities (Bustinza et al., 2019) to enhance OE.

However, business intelligence (BI) as an important success indicator for contemporary business organizations is being ignored. To be more specific, the impact of BI on OE has never been explored by the researchers. Additionally, contemporary studies have highlighted the impact of BI on enhancing the performance of organizations (Arefin et al., 2015; Rayat & Kelidbari, 2017). According to Arefin et al. (2015), BI systems constantly seek new information by utilizing all channels for data collection, using information system mechanisms to combine and transform the data into meaningful information, monitoring all operational processes, and identifying the root cause of problems. Moreover, BI helps an organization understand its customers, such as their preferences, buying trends, and buying motives, gives access to real-time data, and helps to gain a competitive advantage. Also, BI allows the organization to predict unforeseen challenges and act accordingly, ultimately improving organizational efficiency and effectiveness (Gauzelin & Bentz, 2017; Trieu, 2017). Hence, it is important for the business organization to explore the impact of BI to enhance OE. 

Additionally, researchers have argued that organizational agility (OA) improves OE (Holbeche, 2018). Since organizational agility is essential in a business environment that is constantly changing, organizations must innovate and adapt quickly if they want to seize opportunities and overcome competitive challenges. Agility ensures alignment between the employees and the organization's vision and helps organizations adapt to the dynamic market (Saha et al., 2017). Agility is the ability to respond, adapt swiftly, and grow in a changing environment (Holbeche, 2018). Market capitalizing agility (MCA) refers to an organizational agility to adapt in order to respond quickly to market demand and capitalize on it. In comparison, operational adjustment agility (OAA) is known as the firm's capacity to adjust its internal business environment to cope with changes in the market (Krotov et al., 2015). 

Furthermore, Ashraf and Khan (2013) highlighted the role of an organizational innovative climate (OIC) in enhancing OE. Similarly, Ren and Zhang (2015) mentioned how an innovative environment influences organizational competitiveness and performance. One of the crucial factors affecting the firm's efficiency and profitability is the OIC. In order to understand how the OIC affects the firm's overall success, researchers have examined it from a variety of angles. The environment for innovation has a direct impact on a company's success and other organizational phenomena (Newman et al., 2020; Ren & Zhang, 2015).

However, the role of BI, OA, and OIC in enhancing OE has yet to be explored. Moreover, the combined effect of BI, OA, OIC, and OE proposed a unique model. Most importantly, the investigation of the unique proposed model has never been explored before. This study offers BI, OA, and an OIC as influencing factors to enhance the OE operating in a highly volatile, competitive, and complex business environment. This study proposes OE as the dependent variable, BI as the independent variable, organizational agility as the mediating variable, and OIC as the moderating variable. Hence, the uniqueness of this research is to investigate the role of BI in enhancing OE, mediating the role of OG, and moderating the role of an OIC.

The remainder of this article is organized as follows. In the literature review section, the concepts of BI, OA, OIC, and OE have been explained. In the methodology section, the present study describes how it conducted the systematic literature review. The section on formulating hypotheses describes how BI affects OE through the mediating effects of OA and the moderating effects of OIC. The proposed conceptual framework is finally described in the discussion and conclusion sections, which are then followed by sections on the implications of the findings, potential directions for further research, and conclusions.

Literature review

Organizational effectiveness

Organizational effectiveness is one of the core tasks of the organization (Mullins & Christy, 2013). Effectiveness is difficult to quantify since people see it differently based on their views and frames of reference (Oghojafar et al., 2012). Organizational effectiveness refers to how well a company achieves its goals and objectives. Davis and Pett (2002) mentioned that OE is a non-financial element of organizational performance that emphasizes developing and maintaining human capital and resources. Whereas, Douglas et al. (2021) mentioned that OE is not always about a company's profitability or financial issue; rather, it is also influenced by the organization's human capital and defined OE as the ability to achieve organizational objectives through efficient utilization of the resources through regularly upgrading organizational external atmosphere.

Business intelligence

BI is defined as numerous solutions for improving the business's overall performance (Wang and Wang, 2008). In general, "BI is a system that turns data into information and then into knowledge, thereby adding substantial value to a firm's decision-making processes" (Loshin, 2003). According to Chen and Lin (2021), BI can constantly modify business processes to improve resource allocation optimization by identifying the new situation promptly and correctly, demonstrating a dynamic capability of perceptive understanding and cognitive detection of possibilities. Also, Nithya and Kiruthika (2021) defined “BI as being a set of methodologies to convert a raw data set to meaningful and useful information for making decisions would help in quick computations, enhanced communication, and collaboration, increased productivity of teams, efficient use of volumes of data and offers support anytime and anywhere”. Moreover, Brackett (1999) described BI as “a set of concepts, methods, and processes to improve business decisions using information from multiple sources and applying experience and assumptions to develop an accurate understanding of business dynamics.” BI is a voluntary process by which a company may scan and absorb knowledge from a chaotic situation to discover a potential opportunity while reducing the risks associated with instability (Gudfinnsson et al., 2015; Tarek et al., 2016). The examination of BI function has revealed many essential operations, including data gathering, processing, and information exchange and dissemination (Wamba et al., 2017). According to Wixom and Watson (2010), “BI is a broad category of technologies, applications, and processes for gathering, storing, accessing, and analysing data to help its users make better decisions” (p. 14). Also, Wieder and Ossimitz (2015) defined BI as a technologically supported, analytical process that gathers and transforms fragmented data from businesses and markets into knowledge and information about an organization's objectives, positions, and prospects. Moreover, Chee et al. (2009) mentioned that BI falls into three key groups process, technology, and product. Details and explanations of the three main criteria are provided in Table 1.   

The fundamental objectives of BI are to provide simple, interactive access to a variety of data, to enable data customization and alteration, and to empower decision makers and analysts to undertake pertinent research and reach informed judgments (Turban et al., 2008). Organizations utilize the BI process to acquire data, analyse it, and present the results to management to address a range of problems or respond to requests for data. Financial data, demographics, biographies, economic data, news stories, and customer and market information are examples of the information required to respond to these requests. Some forms of information are simple to get, while others take more effort and money to obtain. After the data has been collected, it must be evaluated, and relevant reports must be created and distributed to the right people within the company. BI has grown in popularity in information systems programs and has been widely embraced in IT practice (Watson & Wixom, 2010). BI projects in critical industries such as health care (Carte et al., 2008), airlines (Anderson-Lehman, 2004), telecoms (Turban et al., 2008), social media (Ruhi, 2014), and the newspaper industry (Gunnarsson et al., 2007) have all proven successful.

Organizational agility

Organizational agility refers to an organization's capacity to adapt to quick, unpredictably changing conditions and grow in a competitive atmosphere filled with unknown prospects (Goldman, et al., 1995; Irfan et al., 2019; Panda & Rath, 2018). Organizational agility is the proactive “ability to remain flexible in facing new developments, in continuously adjusting the company's strategic direction, and in developing innovative ways to create value” (Weber & Tarba, 2014). According to Lu and Ramamurthy (2011), organizational agility refers to a company's capacity to respond quickly and creatively to unanticipated internal and external changes in the business environment. Agile organizations can use new systems and processes to replace current methods and rebuild organizational structures based on changing circumstances (Teece et al., 2016). An agile company is made up of a network consisting of empowered teams that adhere to rigid standards for coordination, knowledge, responsibility, and alignment. The firm must also possess a healthy environment to ensure that these teams can operate effectively, which eventually improves OE (Saha et al., 2017). Existing literature identified two forms of organizational agility: MCA and OAA (Lu & Ramamurthy, 2011).

MCA is defined as the ability to quickly adapt to the target market's needs by continuously monitoring and exploiting the business climate and seeing unexpected circumstances as fertile ground for new strategic orientations (Sambamurthy et al., 2003). Due to the present significant data era's information overload challenges, an organization's MCA is strongly reliant on its capacity to obtain information and respond to it (Park et al., 2017). Firms with solid MCA can better position themselves to identify opportunities in target markets and be aware of changes in international marketplaces by leveraging existing information and expertise (Lu & Ramamurthy, 2011).

OAA is primarily concerned with a company's potential to understand international business operations and its quick adaptation in response to new opportunities in global markets (Mikalef and Pateli, 2017). It stresses a company's ability to learn and integrate its expertise with temporal events to structure new experienced knowledge and achieve a competitive advantage in chaotic situations (Chakravarty, et al., 2013).

Organizational Innovative Climate

The term “innovative climate” refers to the environment inside a company that encourages innovation (Bos-Nehles & Veenendaal, 2019; Shanker et al., 2017). An innovative climate is a supportive environment that promotes and encourages creative mechanisms to fulfil the organization's objectives (Bibi et al., 2020). Scholars have underlined the necessity of creating and implementing new techniques and methods in an innovative environment (Van der Vegt et al., 2005). However, innovative climate definitions differ in two ways: whether the focus is on the team or organizational level and whether employee perspectives are individual or shared. The current research looks at the individual and organizational views of the innovative climate. There are several definitions of the term innovative climate. However, this study has chosen one that is commonly used by scholars, which considers innovative climate as the “shared perceptions at an individual, team, and organizational level as to the extent to which individual, team, and organizational processes encourage and enable innovation” (Newman et al., 2020). The common perceptions of organizational members about the methods, processes, and behaviours that encourage the development of new knowledge and practices and enable risk-taking are referred to as the innovative climate (Van der Vegt et al., 2005). Individual intellect processes and activities that provide novel concepts, insights, and inventive solutions to issues, as well as their adaptation, usage, and effective execution, are crucial components in fostering an innovative culture in a business (Amabile et al., 1996; Newman et al., 2020). An innovative climate is characterized by the standard views of organizational members about the activities, processes, and behaviours that encourage the development, introduction, and utilization of new ideas. Supporting and promoting the innovation of new ideas, questioning established methods of doing things, and learning from people inside and outside the location are all examples of these activities, processes, and behaviours. These activities are often regarded as the lifeblood of change and the primary drivers of organizational performance and innovation (Daellenbach et al., 1999). Bibi et al. (2020) highlighted OIC could be ensured by accepting innovation as a value of the organization, encouraging team collaboration, providing strong support to the organization, demonstrating trust in the employees, and giving them autonomy while taking initiatives for innovation, through knowledge sharing, giving a reward for the innovation.  

Systematic review method

The PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) statement is made up of a four-phase flow diagram (Figure 1) and a 27-item checklist. The PRISMA Statement was created to assist authors in better reporting systematic reviews and meta-analyses. PRISMA helps evaluate published systematic reviews critically (Moher et al., 2010). 

A PRISMA flowchart was used to present the results of the paper's systematic review of OE. The review focused on a specific body of literature, identifying and analysing all earlier work within a time frame using justifiable and transparent selection criteria (Knocke & Schuster, 2017). This study applied the PRISMA approach to explore OE and its antecedents in line with Moher et al. (2009). To search relevant literature, at the first stage, this study performed the latest search on June 27th, 2021, in the Web of Science (WoS) database, and five search or inclusion criteria have been maintained while searching relevant articles:

• Peer-reviewed articles.
• Paper published in the English language.
• Quantitative studies emphasized OE and its antecedents.
• Articles published between 2017 to 2021.
• Articles published in management and business field.

In the first stage, this study got 168 articles in the area of OE. Then, in the second stage, the present study reviewed the title, abstract, and keywords of the articles and found that among the 168 articles, the title, abstract, and keywords of 38 articles did not mention the word “OE”. Hence, after removing 38 articles, 130 articles remain. In the subsequent stage, the present review checked the full text of the 130 articles, and among the 130 articles, 105 were discarded for many reasons, such as qualitative study, conceptual study, and OE not being the focus of the articles. Finally, this study moves forward with a detailed review of the 25 remaining articles.

The summary of the article's selection process has been presented in the PRISMA flowchart (Figure 1). Based on the literature search (using the keyword “organizational effectiveness”) performed on the WoS database, applying the PRISMA approach, significant empirical findings of relevant articles related to organizational effectiveness have been presented in Table 2 of the present article.

Developing propositions

Business intelligence and Organizational effectiveness

BI is one of the most searched buzzwords, and it continues to pique the interest of both industry and academia. It is a group of technologies that gather and analyse data to enhance organizational workflows and choices (Herschel & Jones, 2005). It is a mix of gathering, cleansing, and combining data from many sources, as well as reporting the results, that may help businesses make better and enhance OE (Arefin et al., 2015). Prior studies highlighted that the HR practices (Murthy & Kumar, 2021); knowledge management enabler, knowledge management process (Bezzina et al., 2020); dynamic capabilities, HR development (Kareem & Alameer, 2019); system thinking (Akhtar et al., 2018). However, a few studies have been published that describe the impact of BI on OE (Arefin et al., 2015; Turban et al., 2008) and highlight the importance of BI’s role in enhancing OE. Arefin et al. (2015) revealed a significant positive impact of BI on OE. According to Wixom and Watson (2010), BI encompasses the essential functions that enhance an organization's performance and change adaptability. BI tools have thus far mainly been used to manage strategic and tactical company strategies and activities. Businesses use BI to monitor, evaluate, summarize, and improve the performance of their activities. BI aids businesses in enhancing their operational efficiency. It helps company managers and decision-makers in the workplace make correct, timely, and suitable decisions, which boosts output and profits (Olaru, 2014).

Moreover, Turban et al. (2008) mentioned that BI increases the performance of business organizations. It provides suppliers, partners, and workers with convenient access to information and the capacity to evaluate and share it with others. Hence, this study proposes the following:

Proposition 1: BI positively influences OE.

Mediating effect of Organizational agility

BI gathers, analyses, and provides interpreted data to executives to assist them in making the best choice possible at the appropriate moment. BI may help organizations become more agile by recognizing customer event trends, finding operational opportunities and bottlenecks, and alerting management to changes in partners' assets and skills so they can perceive, act upon, or make timely choices (Chen & Siau, 2012). BI delivers broad knowledge and information for the organization to improve its agility (Mikalef & Pateli, 2017). Also, an influential organizational agility is enhanced by the knowledge development initiated on the usefulness of BI. BI aims to collect, store, access, and analyse data, including information on customers, partners, operations, and other environmental changes. Using BI in companies will increase organizational agility by enhancing an organization's capacity to notice changes reflected in BI system data for decision-making. In contemporary information system studies, there is also empirical evidence of BI's contribution to organizational agility (Ghasemaghaei et al., 2017).

As stated, this study considers two types of organizational agility. Dove (2002) emphasizes MCA as identifying relevant items to act on or knowledge management. This agility necessitates collecting and processing large volumes of data from various sources to detect and anticipate external changes and constantly monitoring and improving product/service offerings to meet consumer requirements. On the other hand, OAA emphasizes a company's capacity to respond to the market physically and quickly or make amendments to its internal business operations (Sambamurthy et al., 2003). This agility is primarily focused on routine manoeuvring to respond quickly to changes. It is focused mainly on operational operations and is designed to be reactive (Volberda 1997). Organizational BI systems influence market capitalizing agility by supporting intellectual capacity through knowledge management to advance external businesses, products, or services to meet market demands.

Similarly, organizational BI's ability helps organizations make internal operational amendments to respond immediately to market demands. According to Cheng et al. (2020), there is a significant and positive correlation between BI and MCA, as well as between BI and OAA. Also, Lu and Ram (2011) highlighted that a company with sophisticated IT capabilities or BI can continually scan and analyse changing external signals, monitor internal data, make rapid inventive decisions, and swiftly change internal processes, resulting in higher MCA and OAA. Hence, this study proposes the following:

Proposition 2: Business intelligence positively influences organizational MCA.

Proposition 3: Business intelligence positively influences organizational OAA.

Prior studies highlighted the role of organizational agility in influencing organizational performance (Chakravarty et al., 2013; Li et al., 2020) and organizational creativity (Darvishmotevali et al., 2020). Moreover, previous evidence also showed the connection between organizational agility and OE (Dyer & Shafer, 1998; Holbeche, 2018). For two reasons, organizational agility is critical to improving an OE. First, organizational MCA may enhance OE by transforming existing knowledge into professional knowledge to satisfy the needs of the new market. Second, organizational OAA may strengthen OE by effectively using and integrating this explicit knowledge to swiftly pick the best locations in their target markets and achieve a competitive advantage. Hence, this study proposes the following:

Proposition 4: Organizational MCA positively influences OE. 

Proposition 5: Organizational OAA positively influences OE.

Diverse studies have highlighted the mediating effect of organizational agility. In their study, Cheng et al. (2020) explored the mediating role of organizational agility, and the outcomes revealed that organizational MCA mediates the relationship between BI and the organizational speed of internationalization. A mediation test examines whether the mediator, mediates the effects of the independent variable, on the dependent variable. This makes using mediators as a research approach in organizational behaviour highly common since it explains the causal link between two variables or "how" the relationship operates (Preacher and Hayes, 2004). This study also showed that organizational OAA mediates the relationship between BI and organizational speed of internationalization. Similarly, Liu et al. (2014) also revealed the mediating role of organizational MCA and OAA in the relationship between knowledge management capability and firm performance. Likewise, outcomes of the study conducted by Lei et al. (2020) revealed that both MCA and OAA mediate the relationship between e-commerce capabilities and agricultural firm performance gain. Accordingly, the present study highlights that organizational agility: both MCA and OAA may serve as a linkage between BI and OE. Because BI influences or improves both MCA and OAA, both of which impact OE. Aforementioned associations between BI and OE (P1); BI and organizational agility (MCA and OAA) (P2 and P3); organizational agility and OE (P4 and P5) are rational to propose the mediational role of organizational agility since BI influences organizational agility: both MCA and OAA, which in turn enhances OE. In an organizational context, based on the organization's capacity, the level of both MCA and OAA may vary, and the ability of organizational BI can improve the level of both MCA and OAA, which ultimately enhances OE. As a result, organizational agility (MCA and OAA) can be proposed as a potential mediator in the relationship between BI and OE. Hence, this study suggests the following:

Proposition 6: MCA mediates the relationship between BI and OE. 

Proposition 7: OAA mediates the relationship between BI and OE.

Moderating effect of Organizational Innovative Climate

As mentioned earlier in this study that OA influences OE. Moreover, organizational agility's effect on OE, competitiveness, and performance highly relies on individual observations of the organizational working climate (Bibi et al., 2020; Gelade & Gilbert, 2003). Consequently, this study assumes that the association between organizational agility and OE will be strengthened when the organization perceives an OIC. Usually, the “climate” was thought to be a broad notion encompassing numerous elements of organizational practices that encourage workers to have joyful work experiences (Bos-Nehles & Veenendaal, 2019). Siegel and Kaemmerer (1978) defined an OIC as one that encourages the emergence and development of new ideas, acknowledges creative potential, and is characterized by liberty and ownership.

Organizational agility will strengthen OE more when the organization supports an OIC. According to social exchange theory, an innovative environment is supposed to enhance OE. More specifically, the OIC is supposed to nurture the positive effect that BI can have on OE. Previous research has shown that the OIC acts as a moderator in influencing both individual and organizational-level outcomes. Moderating effect is occurred when a third variable modifies the nature of the connection between a predictor and an outcome. In other words, when two constructs have a connection that is not constant but depends on the values of a third variable, which is known as a moderator variable, the situation is said to be in moderation. The moderator variable (or construct) modifies a relationship between two constructs in a model by modifying its strength or even its direction (Hair et al., 2021).

The moderating influence of OIC on the association between HR practices and innovative work behaviour was found by Bos-Nehles and Veenendaal (2019). Similarly, the outcomes of the Luo et al. (2018) study showed the moderating effect of OIC on the relationship between extraversion and employees' innovation. Also, Cai et al. (2019) showed the moderating effect of OIC on the indirect relationship between IT capability and organizational agility while product innovation. As a result, the question in the context of the current study is whether an OIC moderates the relationship between organizational agility (market capitalizing agility and operational adjustment agility) and OE. OIC strengthens the connection between organizational agility and OE and vice versa. Hence, this study proposes the following:

Proposition 8: OIC moderates the relationship between MCA and OE. 

Proposition 9: OIC moderates the relationship between OAA and OE.

Discussion and conclusion

Theoretical contribution 

This paper makes numerous contributions to organizational behaviour by drawing attention to the proposed relational element of the conceptual model. 

First, different scholars and researchers have mentioned that organizations face challenges in ensuring effectiveness due to the changes in the global business arena. Previously, researchers have highlighted the role of leadership, culture, and knowledge management systems in enhancing the OE. However, the present study highlights business intelligence's role in enhancing OE. Numerous studies have shown that BI provides tangible business benefits and is utilized by decision-makers across the organization for efficient decision-making in a wide range of business operations (Chau & Xu, 2012; Ranjan, 2009).  

Second, this study proposes the unique mediational effect of organizational agility, such as MCA and OAA, in the relationship between BI and OE. organizational agility is associated with organizational change adaptation capacity. This is the first study to highlight the role of organizational agility in the relationship between BI and OE. By proposing organizational agility as a mediator, the present study emphasizes that, due to the upgrading of BI systems, it is essential for the organization to be more agile to enhance its OE because business intelligence makes organizational agility, and more agile enhances the OE.  

Third, the present study proposes the moderating role of OIC in the relationship between organizational agility and OE. The proposed moderating role of OIC is another unique contribution to the dome of organizational behaviour or management. The presence of an OIC strengthens the impact of organizational agility, which ultimately enhances OE.   

This article presents a fresh line of inquiry to investigate unique hypotheses that have been raised in the literature but have not yet been investigated. It emphasizes the idea of OE, for instance. It contributes to the literature on organizational behaviour by investigating the influence of BI on OE via its investigation of the mediator, organizational agility (MCA and OAA), in the relationship between BI and OE, as well as the moderator, OIC, in the relationship between organizational agility and OE. Previous studies by Cheng et al. (2020) explored the impact of business intelligence and OA on enhancing the speed of the firm's internationalization. Also, the impact of organizational strategy, design, procedure, and culture on OE was examined by Arefin et al. (2015), along with the potential mediating impact of BI systems. Hence, this unique and comprehensive model will add new knowledge to the existing literature on organizational behaviour.

Practical implications

This paper makes numerous predictions with numerous managerial implications. First, by improving knowledge of the antecedents of OE, this paper will help managers develop ways to use BI to enhance organizational performance through enhancing OE. Second, from the organizational perspective, we consider business intelligence to enhance OE and increase organizational agility. More specifically, the organization may review its capacity to improve its BI system for developing the organizational MCA and organizational agility to enhance OE. Finally, by highlighting the role of an OIC, the present study shows the necessity of an OIC to enhance OE.

Limitations and future research directions

There are a few limitations to this article. First, a systematic review must rely on reliable databases and retrieve relevant journal articles (Moheret al., 2009). This article used the term “OE” for its database search. However, researchers in the future may use other terms or alternative terminologies, such as "organizational efficiency" and "organizational performance," along with "OE," to get a broader range of results. Second, it can be mentioned as a constraint when a particular study area only sometimes appears in different databases. For instance, WoS only provides articles from a small selection of publications. Therefore, researchers may include Scopus in the future, and further manual efforts incorporating comprehensive journals may be beneficial. Finally, this article concludes by proposing a comprehensive framework to enhance the OE. Hence, in the future, researchers may test or validate the proposed model of the present study by collecting data from different country contexts.  

References

Adelman, S & Moss, L (2000). Data Warehouse Project Management, Addison-Wesley, Upper Saddle River, NJ.

Åkesson, M., Sørensen, C., & Eriksson, C. I. (2018). Ambidexterity under digitalization: A tale of two decades of new media at a Swedish newspaper. Scandinavian Journal of Management, 34(3), 276-288. 

Akhtar, C. S., Awan, S. H., Naveed, S., & Ismail, K. (2018). A comparative study of the application of systems thinking in achieving organizational effectiveness in Malaysian and Pakistani banks. International Business Review, 27(4), 767-776.

Akhtar, C. S., Awan, S. H., Naveed, S., & Ismail, K. (2018). A comparative study of the application of systems thinking in achieving organizational effectiveness in Malaysian and Pakistani banks. International Business Review, 27(4), 767-776.

Al Shehhi, R. H. R., & Azam, S. F. (2019). Measuring the mediating role of project management between total quality management and organisational success in sultanate of Oman. European Journal of Human Resource Management Studies.

Amabile, T.M.; Conti, R.; Coon, H.; Lazenby, J.; Herron, M. (1996). Assessing the work environment for creativity. Acad. Manag. J. 39, 1154–1184. 

Anderson, K. M. (2015). Embrace the challenges: Software engineering in a big data world. In 2015 IEEE/ACM 1st International Workshop on Big Data Software Engineering (pp. 19-25). IEEE. 

Anderson-Lehman, R., Watson, H. J., Wixom, B. H., & Hoffer, J. A. (2004). Continental airlines flies high with real-time business intelligence. MIS Quarterly Executive, 3(4), 163-176.

Arefin, M. S., Hoque, M. R., & Bao, Y. (2015). The impact of business intelligence on organization's effectiveness: an empirical study. Journal of Systems and Information Technology. 

Ashraf, F., & Khan, M. A. (2013). Organizational innovation and organizational effectiveness among employees of cellular companies. Pakistan Journal of Psychological Research, 1-24. 

Awan, M. A. A., & Jehanzeb, K. (2022). How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator. Leadership & Organization Development Journal, (ahead-of-print).

Baars, H., & Kemper, H. G. (2008). Management support with structured and unstructured data—an integrated business intelligence framework. Information Systems Management, 25(2), 132-148.

Becerra-Fernandez, I. and Sabherwal, R. (2001). Organizational knowledge management: A contingency perspective. Journal of Management Information Systems, 18, pp. 23- 55. 

Bezzina, F., Baldacchino, D., & Cassar, V. (2020). Relating Knowledge Management Enablers, Knowledge Management Processes, and Organizational Effectiveness: The Case for the Maltese Pharmaceutical Sector. International Journal of Knowledge Management (IJKM), 16(4), 109-124.

Bibi, S., Asif, K., Hong-dao, Q., Garavelli, A. C., Angelo, N., & Capolupo, P. (2020). Innovation climate, a determinant of competitiveness and business performance in Chinese Law Firms : the role of firm size and age. Sustainability, 12(12), 4948 

Boczkowski, P. J. (2004). The processes of adopting multimedia and interactivity in three online newsrooms. Journal of communication, 54(2), 197-213. 

Bosak, J., Dawson, J., Flood, P., & Peccei, R. (2017). Employee involvement climate and climate strength: A study of employee attitudes and organizational effectiveness in UK hospitals. Journal of Organizational Effectiveness: People and Performance, 4(1), 18-38.

Bos-Nehles, A. C., & Veenendaal, A. A. (2019). Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate. The International Journal of Human Resource Management, 30(18), 2661-2683. 

Brackett, M. H. (1999). Business intelligence value chain. DM Review, 20, 1-9. 

Bustinza, O. F., Vendrell-Herrero, F., Perez-Arostegui, M., & Parry, G. (2019). Technological capabilities, resilience capabilities and organizational effectiveness. The International Journal of Human Resource Management, 30(8), 1370-1392.

Cai, Z., Liu, H., Huang, Q., & Liang, L. (2019). Developing organizational agility in product innovation: the roles of IT capability, KM capability, and innovative climate. R&D Management, 49(4), 421-438.

Carte, T. A., Schwarzkopf, A. B., Shaft, T. M., & Zmud, R. W. (2008). Advanced business intelligence at Cardinal Health. MIS Quarterly Executive, 4(4), 5.

Chakravarty, A., Grewal, R., & Sambamurthy, V. (2013). Information technology competencies, organizational agility, and firm performance: Enabling and facilitating roles. Information systems research, 24(4), 976-997.

Chang, E. (2006). 'Advanced BI Technologies, Trust, Reputation and Recommendation Systems', presented at the 7th Business Intelligence Conference (Organised by Marcus Evans), Sydney, Australia.

Chau, M., & Xu, J. (2012). Business intelligence in blogs: Understanding consumer interactions and communities. MIS quarterly, 1189-1216.

Chee, T, Chan, LK, Chuah, MH, Tan, CS, Wong, SF & Yeoh, W. (2009). Business intelligence systems: state-of-the-art review and contemporary applications, in Proceedings of the Symposium on Progress in Information & Communication Technology 2009 (SPICT’09), Kuala Lumpur, Kuala Lumpur, Malaysia, December 7-8, 2009.

Chen, X., & Siau, K. (2012). Effect of business intelligence and IT infrastructure flexibility on organizational agility.

Chen, Y., & Lin, Z. (2021). Business intelligence capabilities and firm performance: A study in China. International Journal of Information Management, 57, 102232. 

Cheng, C., Zhong, H., & Cao, L. (2020). Facilitating speed of internationalization: The roles of business intelligence and organizational agility. Journal of Business Research, 110, 95-103. 

Chikukwa, T., Msosa, S. K., & Mlambo, C. (2020). Analysing Extrinsic Rewards, Employee Motivation and Organisational Effectiveness in Turbulent Economic Times: A Case Study of the Zimbabwean Manufacturing Sector. Calitatea, 21(179), 129-134.

Daellenbach, U. S., McCarthy, A. M., & Schoenecker, T. S. (1999). Commitment to innovation: The impact of top management team characteristics. R&d Management, 29(3), 199-208.

Daft, R. L. (2010). Organization Theory and Design (10th ed.). Mason, OH: South-Western Cengage Learning. 

Davis, P. and Pett, T. (2002). Measuring organizational efficiency and effectiveness, Journal of Management Research, 2(2), 87-97. 

Dimmick, J., Chen, Y., & Li, Z. (2004). Competition between the Internet and traditional news media: The gratification-opportunities niche dimension. The journal of media economics, 17(1), 19-33. 

Douglas, S., Merritt, D., Roberts, R., & Watkins, D. (2021). Systemic leadership development: impact on organizational effectiveness. International Journal of Organizational Analysis.

Dove, R. (2002). Response ability: the language, structure, and culture of the agile enterprise. John Wiley & Sons.

Dyer, L., & Shafer, R. A. (1998). From human resource strategy to organizational effectiveness: Lessons from research on organizational agility.

Erkutlu, H. (2008). The impact of transformational leadership on organizational and leadership effectiveness: The Turkish case. The Journal of Management Development, 27(7), 708–726.

Gangadharan, GR & Swami, SN (2004). Business Intelligence Systems: Design and Implementation Strategies', paper presented at the 26th International Conference Information Technology Interfaces ITI.

Gauzelin, S., & Bentz, H. (2017). An examination of the impact of business intelligence systems on organizational decision making and performance: The case of France. Journal of Intelligence Studies in Business, 7(2).

Gelade, G., & Gilbert, P. (2003). Work climate and organizational effectiveness: The application of data envelopment analysis in organizational research. Organizational research methods, 6(4), 482-501.

Ghasemaghaei, M., Hassanein, K., & Turel, O. (2017). Increasing firm agility through the use of data analytics: The role of fit. Decision Support Systems, 101, 95-105.

Gilbert, C. G. (2001, August). A dilemma in response: Examining the newspaper industry's response to the Internet. In Academy of management proceedings (Vol. 2001, No. 1, pp. D1- D6). Briarcliff Manor, NY 10510: Academy of Management. 

Gold, A. H., Malhotra, A., & Segars, A. H. (2001). Knowledge management: An organizational capabilities perspective. Journal of management information systems, 18(1), 185-214. 

Goldman, S. L., Nagel, R. N., & Preiss, K. (1995). Agile competitors and virtual organizations. Manufacturing review, 8(1), 59-67.

Gudfinnsson, K., Strand, M., & Berndtsson, M. (2015). Analyzing business intelligence maturity. Journal of Decision Systems, 24(1), 37-54. 

Gunnarsson, C. L., Walker, M. M., Walatka, V., & Swann, K. (2007). Papers Lessons Learned: A case study using data mining in the newspaper industry. Database Marketing & Customer Strategy Management, 14, 271-280. http://dx.doi.org/10.1057/palgrave.dbm.3250058.

Hair Jr, J. F., Hult, G. T. M., Ringle, C. M., Sarstedt, M., Danks, N. P., Ray, S., ... & Ray, S. (2021). Moderation analysis. Partial Least Squares Structural Equation Modeling (PLS-SEM) Using R: A Workbook, 155-172.

Herlina, M., Lasmy, L., Sudrajat, D., Syahchari, D., Saroso, H., & Zanten, E. (2021). Ambidexterity and agility in achieving dry port effectiveness in the greater Jakarta. Uncertain Supply Chain Management, 9(2), 247-254. 

Herschel, R. T., & Jones, N. E. (2005). Knowledge management and business intelligence: the importance of integration. Journal of knowledge management.

Holbeche, L. S. (2018). Organisational effectiveness and agility. Journal of Organizational Effectiveness: People and Performance. 

Ibidunni, A. S., Olokundun, M. A., Motilewa, D. B., Atolagbe, T. M., & Osibanjo, O. A. (2018). Group-tacit knowledge and organisational effectiveness: analysis of effects using a mixed method approach. Business: Theory and Practice, 19, 135-145.

Irfan, M., Wang, M. and Akhtar, N. (2019). Impact of IT capabilities on supply chain capabilities and organizational agility: a dynamic capability view, Operations Management Research,12(3-4), 113-128. 

Jha, N., Pereira, R., & Misra, S. (2022). Achieving organizational effectiveness of MNCs through People: Evidence from India and Mozambique. Industrial and Commercial Training.

Johnson, A., Nguyen, H., Groth, M., & White, L. (2018). Workplace aggression and organisational effectiveness: The mediating role of employee engagement. Australian Journal of Management, 43(4), 614-631.

Kareem, M. A., & Alameer, A. A. A. (2019). The impact of dynamic capabilities on organizational effectiveness. Management & Marketing. Challenges for the Knowledge Society,14(4), 402–418.

Kivipold, K. & Vadi, M. (2013). Market orientation in the context of the impact on leadership capability on performance, International Journal of Bank Marketing, 31(5),368-387. 

Knocke, J., & Schuster, T. (2017). Repatriation of international assignees: Where are we and where do we go from here? A systematic literature review. Journal of Global Mobility.

Krotov, V., Junglas, I., & Steel, D. (2015). The mobile agility framework: An exploratory study of mobile technology enhancing organizational agility. Journal of theoretical and applied electronic commerce research, 10(3), 1-17.

Kulkarni, J & King, R (1997). Business Intelligence, Systems and Data Mining, SAS Institute.

Lee, H. W. (2017). Sustainable leadership: An empirical investigation of its effect on organizational effectiveness1. International Journal of Organization Theory and Behavior.

Lei, H., Leaungkhamma, L., & Le, P. B. (2020). How transformational leadership facilitates innovation capability: the mediating role of employees' psychological capital. Leadership & Organization Development Journal, 41(4), 481- 499.

Li, L., Lin, J., Turel, O., Liu, P., & Luo, X. R. (2020). The impact of e-commerce capabilities on agricultural firms’ performance gains: the mediating role of organizational agility. Industrial Management & Data Systems.

Liu, S., Chan, F. T., Yang, J., & Niu, B. (2018). Understanding the effect of cloud computing on organizational agility: An empirical examination. International Journal of Information Management, 43, 98-111.

Lo, M. C., Mohamad, A. A., Ramayah, T., Abdullah, M. A., & Lim, M. C. (2017). The role of knowledge management on organisational effectiveness: organisational culture as the moderator. International Journal of Business and Society, 18(S4), 808-818.

Loshin, D. (2003). Business Intelligence: The Savvy Manager's Guide: Getting Onboard With Emerging IT, Morgan Kaufmann Publishers. 

Lu, Y., & K.(Ram) Ramamurthy. (2011). Understanding the link between information technology capability and organizational agility: An empirical examination. MIS quarterly, 931-954. 

Luo, Y., Cao, Z., Yin, L., Zhang, H., & Wang, Z. (2018). Relationship between extraversion and employees’ innovative behavior and moderating effect of organizational innovative climate. NeuroQuantology, 16(6).

Maiti, R. B., Sanyal, S. N., & Mazumder, R. (2020). Antecedents and consequences of organizational commitment in school education sector. International Journal of Organizational Analysis.

Malbaši´ c, I., Mas-Machuca, M., & Marimon, F. (2018). Through the decreased values gap to increased organizational effectiveness: the mediating role of organizational commitment. Journal of Human Values, 24(2), 101-115.

Markarian, J, Brobst, S & Bedell, J 2007, Critical Success Factors Deploying Pervasive BI (Joint white paper), Informatica, Teradata, MicroStrategy, USA. viewed 10 Deceember 2021, http://www.teradata.com/t/pdf.aspx?a=83673&b=174325

Masa’Deh, R. E., Obeidat, Z., Maqableh, M., & Shah, M. (2021). The impact of business intelligence systems on an organization’s effectiveness: the role of metadata quality from a developing country’s view. International Journal of Hospitality & Tourism Administration, 22(1), 64-84.

Mikalef, P., & Pateli, A. (2017). Information technology-enabled dynamic capabilities and their indirect effect on competitive performance: Findings from PLS-SEM and fsQCA. Journal of Business Research, 70, 1-16.

Moher, D., Liberati, A., Tetzlaff, J., Altman, D. G., & Prisma Group. (2009). Reprint—preferred reporting items for systematic reviews and meta-analyses: the PRISMA statement. Physical therapy, 89(9), 873-880.

Moss, L & Hoberman, S (2004). The Importance of Data Modeling as a Foundation for Business Insight, Teradata.

Moss, L. T., & Atre, S. (2003). Business intelligence roadmap: the complete project lifecycle for decision-support applications. Addison-Wesley Professional.

Mullins, L. and Christy, G. (2013) Management & Organisational Behaviour. United Kingdom: Pearson Education Limited.

Murthy, K. S., & Kumar, K. S. (2021). Impact of HR Practices on Organizational Effectiveness: A Study With Reference to Engineering Colleges in Chennai, Tamil Nadu. International Journal of Asian Business and Information Management (IJABIM), 12(2), 157-168. 

Nazarian, A., Atkinson, P., Foroudi, P., Velayati, R., Edirisinghe, D., & Tabaghdehi, A. H. (2021). How leadership affects organisational citizenship behaviour–a study of independent hotels. International Journal of Culture, Tourism and Hospitality Research. 

Newman, A., Round, H., Wang, S., & Mount, M. (2020). Innovation climate: A systematic review of the literature and agenda for future research. Journal of Occupational and Organizational Psychology, 93(1), 73-109.

Nithya, N., & Kiruthika, R. (2021). Impact of Business Intelligence Adoption on performance of banks: a conceptual framework. Journal of Ambient Intelligence and Humanized Computing, 12(2), 3139-3150. 

Nybakk, E.; Crespell, P.; Hansen, E. (2011). Climate for innovation and innovation strategy as drivers for success in the wood industry: Moderation effects of firm size, industry sector, and country of operation. Silva Fenn. 45, 415–430. 

Oghojafor, B. E. A., Muo, F. I., & Aduloju, S. A. (2012). Organisational Effectiveness: Whom and what do we believe?. Advances in management and applied economics, 2(4), 81.

Olaru, M., Maier, D., Nicoară, D., & Maier, A. (2014). Establishing the basis for development of an organization by adopting the integrated management systems: comparative study of various models and concepts of integration. Procedia-Social and Behavioral Sciences, 109, 693-697.

Oracle (2007). Oracle Business Intelligence and Enterprise Performance Management, viewed 12 Nov 2021, http://www.oracle.com/solutions/business_intelligence/index.html

Oyewo, B., Vo, X. V., & Akinsanmi, T. (2021). Strategy-related factors moderating the fit between management accounting practice sophistication and organisational effectiveness: the Global Management Accounting Principles (GMAP) perspective. Spanish Journal of Finance and Accounting/Revista Española de Financiación y Contabilidad, 50(2), 187-223. 

Panda, S. and Rath, S.K. (2018). Information technology capability, knowledge management capability, and organizational agility: the role of environmental factors, Journal of Management and Organization, 27(1), 1-27, doi: 10.1017/jmo.2018.9. 

Park, Y., El Sawy, O. A., & Fiss, P. (2017). The role of business intelligence and communication technologies in organizational agility: a configurational approach. Journal of the Association for Information Systems, 18(9), 1. 

Phornlaphatrachakorn, K., & Na-kalasindhu, K. (2020). Strategic management accounting and firm performance: Evidence from finance businesses in Thailand. The Journal of Asian Finance, Economics, and Business, 7(8), 309-321. 

Preacher, K. J., & Hayes, A. F. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior research methods, instruments, & computers, 36, 717-731.

Potnuru, R. K. G., Sahoo, C. K., & Parle, K. C. (2021). HRD practices, employee competencies and organizational effectiveness: role of organizational learning culture. Journal of Asia Business Studies. 

Ramakrishnan, T., Jones, M. C., & Sidorova, A. (2012). Factors influencing business intelligence (BI) data collection strategies: An empirical investigation. Decision support systems, 52(2), 486-496. 

Ramayah, T., Cheah, J., Chuah, F., Ting, H., & Memon, M. A. (2018). Partial least squares structural equation modeling (PLS-SEM) using smartPLS 3.0. 

Ranjan, J. (2009). Business intelligence: Concepts, components, techniques and benefits. Journal of theoretical and applied information technology, 9(1), 60-70.

Rayat, M., & Kelidbari, H. R. R. (2017). The Effects of Business Intelligence on the Effectiveness of the Organization (Case Study: Airline Companies in Iran). Review of European Studies, 9(3). 

Ren, F., & Zhang, J. (2015). Job stressors, organizational innovation climate, and employees' innovative behavior. Creativity Research Journal, 27(1), 16-23. 

Ruhi, U. (2014). Social media analytics as a business intelligence practice: Current landscape & future prospects. Umar Ruhi (2014)," Social Media Analytics as a Business Intelligence Practice: Current Landscape & Future Prospects", Journal of Internet Social Networking & Virtual Communities, 2014.

Sadq, Z., Othman, B., & Mohammed, H. (2020). Attitudes of managers in the Iraqi Kurdistan region private banks towards the impact of knowledge management on organizational effectiveness. Management Science Letters, 10(8), 1835-1842.

Saha, N., Gregar, A., & Sáha, P. (2017). Organizational agility and HRM strategy: Do they really enhance firms’ competitiveness?. International Journal of Organizational Leadership, 6, 323-334.

Sambamurthy, V., Bharadwaj, A., & Grover, V. (2003). Shaping agility through digital options: Reconceptualizing the role of information technology in contemporary firms. MIS quarterly, 237-263.

Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill building approach. John Wiley & Sons. 

Shanker, R., Bhanugopan, R., Van der Heijden, B. I. J. M., & Farrell, M. (2017). Organizational climate for innovation and organizational performance: the mediating effect of innovative work behavior. Journal of Vocational Behavior, 100, 67–77. doi: https://doi.org/10.1016/j. jvb.2017.02.004.

Sharma, S., & Sharma, S. K. (2020). Probing the links between team resilience, competitive advantage, and organizational effectiveness: Evidence from information technology industry. Business Perspectives and Research, 8(2), 289-307.

Siegel, S. M., & Kaemmerer, W. F. (1978). Measuring the perceived support for innovation in organizations. Journal of Applied Psychology, 63(5), 553.

Sleimi, M. T., & Emeagwali, O. L. (2017). Do employee attitudes mediate the relationship between strategic human resource management practices and organizational effectiveness? A SEM based investigation using SMART-PLS software. Business and Economic Horizons (BEH), 13(1232-2017-2403), 42-59.

Supadiyanto, S. (2020). (Opportunities) Death of Newspaper Industry in Digital Age and Covid-19 Pandemic. Jurnal The Messenger, 12(2), 192-207. 

Swanson, R. A., Holton, E., & Holton, E. F. (2001). Foundations of human resource development. Berrett-Koehler Publishers. 

Tarek, B. H., Adel, G., & Sami, A. (2016). The relationship between 'competitive intelligence'and the internationalization of North African SMEs. Competition & Change, 20(5), 326-336. 

Tayal, R., Upadhyay, R. K., & Singh, R. (2021). Transformational leadership: an antecedent for organizational effectiveness in Indian banks. VINE Journal of Information and Knowledge Management Systems.

Taylor, C. M., Cornelius, C. J., & Colvin, K. (2014). Visionary leadership and its relationship to organizational effectiveness. Leadership and Organization Development Journal, 35(6), 566– 583. 

Teece, D., Peteraf, M., & Leih, S. (2016). Dynamic capabilities and organizational agility: Risk, uncertainty, and strategy in the innovation economy. California management review, 58(4), 13-35. 

Trieschmann, J.S., Dennis, A.R., Northcraft, G.B. and Niemi, A.W. Jr (2000). Serving multiple constituencies in the business school: M.B.A. program versus research performance, Academy of Management Journal, 43(2), 130-141. 

Trieu, V. H. (2017). Getting value from Business Intelligence systems: A review and research agenda. Decision Support Systems, 93, 111-124.

Turban, E., Sharda, S., Aronson, J. E., and King, D. 2008. Business Intelligence: A Managerial Approach, Upper Saddle River, NJ: Pearson Prentice Hall. 

Van der Vegt, G. S., Van de Vliert, E., & Huang, X. (2005). Location-level links between diversity and innovative climate depend on national power distance. Academy of Management Journal, 48(6), 1171-1182.

Van Weezel, A. (2009). Organizational changes in newspaper firms and their relation to performance. The International Journal on Media Management, 11(3-4), 144-152. 

Vihari, N. S., & Rao, M. K. (2019). Sustainable HRM as a contextual antecedent of organisational effectiveness–a moderated mediation model. International Journal of Human Resources Development and Management, 19(4), 299-321.

Volberda, H. W. (1997). Building flexible organizations for fast-moving markets. Long range planning, 30(2), 169-148. 

Wamba, S. F., Gunasekaran, A., Akter, S., Ren, S. J. F., Dubey, R., & Childe, S. J. (2017). Big data analytics and firm performance: Effects of dynamic capabilities. Journal of Business Research, 70, 356-365. 

Wang, H., & Wang, S. (2008). A knowledge management approach to data mining process for business intelligence. Industrial Management & Data Systems. 

Weber, Y., & Tarba, S. Y. (2014). Strategic agility: A state of the art introduction to the special section on strategic agility. California Management Review, 56(3), 5-12. 

Whitehorn, M., & Whitehorn, M. (1999). Business Intelligence: The IBM Solution: Datawarehousing and OLAP. Springer Science & Business Media.

Wieder, B., & Ossimitz, M. L. (2015). The impact of Business Intelligence on the quality of decision making–a mediation model. Procedia Computer Science, 64, 1163-1171. 

Wixom, B., & Watson, H. (2010). The BI-based organization. International Journal of Business Intelligence Research (IJBIR), 1(1), 13-28.

Wolfe, R. and Putler, D. (2002). How tight are the ties that bind stakeholder groups", Organization Science, 13(1), 64-80. 

Yiu, L. D., Yeung, A. C., & Cheng, T. E. (2021). The impact of business intelligence systems on profitability and risks of firms. International Journal of Production Research, 59(13), 3951- 3974. 

Yukl, G. (2008). How leaders influence organizational effectiveness, The Leadership Quarterly, 19(6), 708-722. 

Zahra, S. A., Neubaum, D. O., & El–Hagrassey, G. M. (2002). Competitive analysis and new venture performance: Understanding the impact of strategic uncertainty and venture origin. Entrepreneurship Theory and Practice, 27(1), 1-28. 

Zlatković, M. (2018). Organizational effectiveness in Bosnia and Herzegovina: A competing values approach. Strategic Management, 23(4), 15-25.