Business Intelligence (BI) vendors have often asserted that the use of their tools can lead to organisational transformation. This paper compares the vendor literature on the topic with two management theories. The results of a content analysis of the vendor literature are presented, followed by an overview of dynamic capability theory and absorptive capacity. This comparison shows that the BI vendor literature treats transformation in a simplistic and narrow way. The paper argues for greater engagement between academia, BI vendors and BI customers, and outlines a research agenda for further work.

Business Intelligence (BI) vendors have often asserted that the use of their tools can lead to organizational transformation. This paper compares the vendor literature on the topic with two management theories. The results of a content analysis of the vendor literature are presented, followed by an overview of dynamic capability theory and absorptive capacity. This comparison shows that the BI vendor literature treats transformation in a simplistic and narrow way. The paper argues for greater engagement between academia, BI vendors and BI customers.

Business intelligence (BI) is the dominant technology for decision support in medium and large organizations. Unfortunately, there has been no rigorous academic research on the market and innovation strategies of the leading vendors. This is surprising as BI is a key technology priority for CIOs and unusually in a major global financial downturn it is an area of significant growth in IT spending. This paper presents a preliminary study of market strategy and innovation in one of the four leading BI vendors, Cognos/IBM. The case study uses data from archived press releases and statutory financial returns to analyze Cognos's activities from 1995 to 2009. The results illuminate a complex commercial environment. Based on the case study and background literature a research agenda structured around eight key questions is proposed.

This case study describes the development and implementation of an enterprise reporting system in a major Australian law firm. The dominant view in professional practice is that enterprise reporting systems, like the one reported in this case, should source data from an enterprise data warehouse. The case is particularly interesting because the firm's reporting system was not based on a traditional data warehouse. The Australian law firm case should be useful in graduate courses in decision support and business intelligence.

This case study describes the development and implementation of an enterprise reporting system in a major Australian law firm. The dominant view in professional practice is that enterprise reporting systems, like the one reported in this case, should source data from an enterprise data warehouse. The case is particularly interesting because the firm’s reporting system was not based on a traditional data warehouse. The Australian law firm case should be useful in graduate courses in decision support and business intelligence. Cet article décrit le développement et l’implantation d'un système de production de rapport périodique (enterprise reporting system) dans une grande entreprise de conseil juridique australienne. L’architecture dominante pour un tel système est l’utilisation d'un entrepôt de données comme source d'information. Notre cas est particulièrement intéressant parce que l’entreprise en question a créé un système qui n’utilise pas un entrepôt de données au sens traditionnel. Cette étude de cas pédagogique devrait être particulièrement utile comme illustration de l’enseignement des systèmes d'aide à la décision et de l’intelligence économique. Keywords: Business IntelligenceEnterprise ReportingCrystal ReportsTeaching Case StudyMots clés: intelligence économiquereporting industrielRapport Crystalétude de cas pédagogique