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More targeted marketing was one of the biggest contributions enterprises welcomed when big data first hit. Big data allowed brands to create elaborate, yet personalized campaigns that evolved to become increasingly effective as salesmen and marketers learned how to actually use all of the data they now had access to. But now, big data has become so broad and complex it has outgrown its ability to provide tangible results without the translation of an IT department.

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The spread of COVID-19 results in disruption, uncertainty, complexity, and ambiguity in all businesses. Employees help companies achieve their aims. To manage human resources sustainably, analyse organisational strategy. This thorough research study attempts to find previously unidentified challenges, cutting-edge techniques, and surprising decisions in human resource management outside of healthcare organisations during the COVID-19 pandemic. The narrative review examined corporate human resource management measures to mitigate COVID-19. Fifteen publications were selected for the study after removing duplicates and applying the inclusion and exclusion criteria. This article examines HR's COVID-19 response. Human resource management's response to economic and financial crises has been extensively studied, but the COVID-19 pandemic has not. This paper reviewed the literature to reach its goal. The results followed the AMO framework for human resource policies and procedures and the HR management system. This document suggests COVID-19 pandemic-related changes to human resource management system architecture, policies, and practises. The study created a COVID-19 pandemic human resource management framework based on the literature. The COVID-19 pandemic had several negative effects, including social and behavioural changes, economic shock, and organisational disruption.

The phenomenon of cloud computing and related innovations such as Big Data have given rise to many fundamental changes that are evident in information and data. Managing, measuring and developing business value from the plethora of this new data has significant impact on many corporate agendas, particularly in relation to the successful implementation of business intelligence and analytics (BI&A). However, although the influence of Big Data has fundamentally changed the IT application landscape, the metrics for measuring success and in particular, the quality of information, have not evolved. The measurement of information quality and the antecedent factors that influence information has also been identified as an area that has suffered from a lack of research in recent decades. Given the rapid increase in data volume and the growth and ubiquitous use of BI&A systems in organisations, there is an urgent need for accurate metrics to identify information quality.

The field of business intelligence (BI), despite rapid technology advances, continues to feature inadequate levels of adoption. The attention of researchers is shifting towards hu-man factors of BI adoption. The wide set of human factors influencing BI adoption con-tains elements of what we call BI culture – an overarching concept covering key managerial issues that come up in BI implementation. Research sources provide different sets of features pertaining to BI culture or related concepts – decision-making culture, analytical culture and others. The goal of this paper is to perform the review of research and practical sources to examine driving forces of BI – data-driven approaches, BI agility, maturity and acceptance – to point out culture-related issues that support BI adoption and to suggest an emerging set of factors influencing BI culture.

Aim/Purpose: The purpose of this paper is to identify Critical Success Factors (CSFs) for Business Intelligence (BI) implementation projects by studying the existing BI project implementation methodologies and to compare these methodologies based on the identified CSFs. Background: The implementation of BI project has become one of the most important technological and organizational innovations in modern organizations. The BI project implementation methodology provides a framework for demonstrating knowledge, ideas and structural techniques. It is defined as a set of instructions and rules for implementing BI projects. Identifying CSFs of BI implementation project can help the project team to concentrate on solving prior issues and needed resources. Methodology: Firstly, the literature review was conducted to find the existing BI project implementation methodologies. Secondly, the content of the 13 BI project implementation methodologies was analyzed by using thematic analysis method. Thirdly, for examining the validation of the 20 identified CSFs, two questionnaires were distributed among BI experts. The gathered data of the first questionnaire was analyzed by content validity ratio (CVR) and 11 of 20 CSFs were accepted as a result. The gathered data of the second questionnaire was analyzed by fuzzy Delphi method and the results were the same as CVR. Finally, 13 raised BI project implementation methodologies were compared based on the 11 validated CSFs. Contribution: This paper contributes to the current theory and practice by identifying a complete list of CSFs for BI projects implementation; comparison of existing BI project implementation methodologies; determining the completeness degree of existing BI project implementation methodologies and introducing more complete ones; and finding the new CSF “Expert assessment of business readiness for successful implementation of BI project” that was not expressed in previous studies. Findings: The CSFs that should be considered in a BI project implementation include: “Obvious BI strategy and vision”, “Business requirements definition”, “Business readiness assessment”, “BI performance assessment”, “Establishing BI alignment with business goals”, “Management support”, “IT support for BI”, “Creating data resources and source data quality”, “Installation and integration BI programs”, “BI system testing”, and “BI system support and maintenance”. Also, all the 13 BI project implementation methodologies can be divided into four groups based on their completeness degree. Recommendations for Practitioners: The results can be used to plan BI project implementation and help improve the way of BI project implementation in the organizations. It can be used to reduce the failure rate of BI implementation projects. Furthermore, the 11 identified CSFs can give a better understanding of the BI project implementation methodologies. Recommendation for Researchers: The results of this research helped researchers and practitioners in the field of business intelligence to better understand the methodology and approaches available for the implementation and deployment of BI systems and thus use them. Some methodologies are more complete than other studied methodologies. Therefore, organizations that intend to implement BI in their organization can select these methodologies according to their goals. Thus, Findings of the study can lead to reduce the failure rate of implementation projects. Future Research: Future researchers may add other BI project implementation methodologies and repeat this research. Also, they can divide CSFs into three categories including required before BI project implementation, required during BI project implementation and required after BI project implementation. Moreover, researchers can rank the BI project implementation CSFs. As well, Critical Failure Factors (CFFs) need to be explored by studying the failed implementations of BI projects. The identified CSFs probably affect each other. So, studying the relationship between them can be a topic for future research.

Aim/Purpose: The aim of this study is to identify Critical Success Factors (CSF) of Business Intelligence (BI) and provide a framework to classify CSF into layers or perspectives using an enterprise architecture approach, then rank CSF within each perspective and evaluate the importance of each perspective at different BI maturity levels as well. Background: Although the implementation of the BI project has a significant impact on creating analytical and competitive capabilities, the lack of evaluation of CSF holistically is still a challenge. Moreover, the BI maturity level of the organization has not been considered in the BI implementation project. Identifying BI critical success factors and their importance can help the project team to move to a higher maturity level in the organization. Methodology: First, a list of distinct CSF is identified through a literature review. Second, a framework is provided for categorizing these CSF using enterprise architecture. Interviewing is the research method used to evaluate the importance of CSF and framework layers with two questionnaires among experts. The first questionnaire was done by Analytical Hierarchy Process (AHP), a quantitative method of decision-making to calculate the weight of the CSF according to the importance of CSF in each of the framework layers. The second one was conducted to evaluate framework layers at different BI maturity levels using a Likert scale. Contribution: This paper contributes to the implementation of BI projects by identifying a comprehensive list of CSF in the form of a holistic multi-layered framework and ranking the importance of CSF and layers at BI maturity levels. Findings: The most important CSF in BI implementation projects include senior management support, process identification, data quality, analytics quality, hardware quality, security standards, scope management, documentation, project team skills, and customer needs transformation, which received the highest scores in framework layers. In addition, it was observed that as the organization moves to higher levels of maturity, the average importance of strategic business and security perspectives or layers increases. But the average importance of data, applications, infrastructure, and network, the project management layers in the proposed framework is the same regardless of the level of business intelligence maturity. Recommendations for Practitioners: The results of this paper can be used by academicians and practitioners to improve BI project implementation through understanding a comprehensive list of CSF and their importance. This awareness causes us to focus on the most important CSF and have better planning to reach higher levels of maturity according to the maturity level of the organization. Future Research: For future research, the interaction of critical success factors of business intelligence and framework layers can be examined with different methods.

Aim/Purpose: The main goal of this systematic literature review was to look for studies that provide information relevant to business intelligence’s (BI) framework development and implementation in the tourism sector. This paper tries to classify the tourism sectors where BI is implemented, group various BI functionalities, and identify common problems encountered by previous research. Background: There has been an increased need for BI implementation to support decision-making in the tourism sector. Tourism stakeholders such as management of destination, accommodation, transportation, and public administration need a guideline to understand functional requirements before implementation. This paper addresses the problem by comprehensively reviewing the functionalities and issues that need to be considered based on previous business intelligence framework development and implementation in tourism sectors. Methodology: We have conducted a systematic literature review using the Preferred Reporting Items for Systematic Reviews and Guidelines for Meta-Analysis (PRISMA) method. The search is conducted using online academic database platforms, resulting in 543 initial articles published from 2002 to 2022. Contribution: The paper could be of interest to relevant stakeholders in the tourism industry because it provides an overview of the capabilities and limitations of business intelligence for tourism. To our knowledge, this is the first study to identify and classify the BI functionalities needed for tourism sectors and implementation issues related to organizations, people, and technologies that need to be considered. Findings: BI functionalities identified in this study include basic functions such as data analysis, reports, dashboards, data visualization, performance metrics, and key performance indicator, and advanced functions such as predictive analytics, trend indicators, strategic planning tools, profitability analysis, benchmarking, budgeting, and forecasting. When implementing BI, the issues that need to be considered include organizational, people and process, and technological issues. Recommendations for Practitioners: As data is a major issue in BI implementation, tourism stakeholders, especially in developing countries, may need to build a tourism data center or centralized coordination regulated by the government. They can implement basic functions first before implementing more advanced features later. Recommendation for Researchers: We recommend further studying the BI implementation barriers by employing a perspective of an adoption framework such as the technology, organization, and environment (TOE) framework. Impact on Society: This research has a potential impact on improving the tourism industry’s performance by providing insight to stakeholders about what is needed to help them make more accurate decisions using business intelligence. Future Research: Future research may involve collaboration between practitioners and academics in developing various BI architectures specific to each tourism industry, such as destination management, hospitality, or transportation.

The global Business Intelligence (BI) market grew by 10% in 2013 according to the Gartner Report. Today organizations require better use of data and analytics to support their business decisions. Internet power and business trend changes have provided a broad term for data analytics – Big Data. To be able to handle it and leverage a value of having access to Big Data, organizations have no other choice than to get proper systems implemented and working. However traditional methods are not efficient for changing business needs. The long time between project start and go-live causes a gap between initial solution blueprint and actual user requirements in the end of the project. This article presents the latest market trends in BI systems implementation by comparing Agile with traditional methods. It presents a case study provided in a large telecommunications company (20K employees) and the results of a pilot research provided in the three large companies: telecommunications, digital, and insurance. Both studies prove that Agile methods might be more effective in BI projects from an end-user perspective and give first results and added value in a much shorter time compared to a traditional approach.

Companies such as GPS Insight that were bestowed with the Sustainability Leadership Award are those that have made sustainability a central aspect of their operations and goals.

Nag Reddy lends years of experience to his work with CognoWiz and Numero Data

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In the ever-evolving hospitality industry, the use of business intelligence is becoming increasingly important. Hoteliers are recognizing the immense value that data brings to their business, from understanding drivers of demand to developing effective revenue management strategies. But the big question is – how willing are they to invest in new technology?

Business Intelligence (BI) is much more democratic over the last decade. BI is no longer reserved only for senior management decision makers, responsible for strategic and tactical business decisions. The BI is increasingly...