Business intelligence systems and bank performance in Ghana: The balanced scorecard approach

Business intelligence (BI) systems has been widely publicised as providing immense benefits to organisations that have implemented it. Yet, very few studies have empirically evaluated these assertions theoretically. The main aim of this study is to empirically evaluate the impacts of adopting BI sys...

Descripción completa

Guardado en:

Detalles Bibliográficos
Autor principal:	Acheampong Owusu
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2017
Materias:	business intelligence systems bank performance balanced scorecard ghana Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/216cd4a2397e4530a27f9facd691ceb0
Etiquetas:	Agregar Etiqueta Sin Etiquetas, Sea el primero en etiquetar este registro!

id	oai:doaj.org-article:216cd4a2397e4530a27f9facd691ceb0
record_format	dspace
spelling	oai:doaj.org-article:216cd4a2397e4530a27f9facd691ceb02021-12-02T14:07:31ZBusiness intelligence systems and bank performance in Ghana: The balanced scorecard approach2331-197510.1080/23311975.2017.1364056https://doaj.org/article/216cd4a2397e4530a27f9facd691ceb02017-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2017.1364056https://doaj.org/toc/2331-1975Business intelligence (BI) systems has been widely publicised as providing immense benefits to organisations that have implemented it. Yet, very few studies have empirically evaluated these assertions theoretically. The main aim of this study is to empirically evaluate the impacts of adopting BI systems on organisational performance of banks. A conceptual model was developed using the balanced scorecard. Data were collected through hand-administered survey questionnaires from the universal banks in Ghana where 130 samples from executives were analysed through partial least squares structural equation modelling (PLS-SEM). The results indicate that BI Systems indeed have a positive significant effect on the learning and growth, internal process and customer performances of the banks. However, the findings proved that the adoption of BI systems does not directly lead to the financial performance of the banks, but rather through the indirect effects of learning and growth, internal process and customer performances thus confirming the core premise of the balanced scorecard. A major practical implication from the study is that vendors can capitalise on the findings to promote their BI products.Acheampong OwusuTaylor & Francis Grouparticlebusiness intelligence systemsbank performancebalanced scorecardghanaBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 4, Iss 1 (2017)
institution	DOAJ
collection	DOAJ
language	EN
topic	business intelligence systems bank performance balanced scorecard ghana Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	business intelligence systems bank performance balanced scorecard ghana Business HF5001-6182 Management. Industrial management HD28-70 Acheampong Owusu Business intelligence systems and bank performance in Ghana: The balanced scorecard approach
description	Business intelligence (BI) systems has been widely publicised as providing immense benefits to organisations that have implemented it. Yet, very few studies have empirically evaluated these assertions theoretically. The main aim of this study is to empirically evaluate the impacts of adopting BI systems on organisational performance of banks. A conceptual model was developed using the balanced scorecard. Data were collected through hand-administered survey questionnaires from the universal banks in Ghana where 130 samples from executives were analysed through partial least squares structural equation modelling (PLS-SEM). The results indicate that BI Systems indeed have a positive significant effect on the learning and growth, internal process and customer performances of the banks. However, the findings proved that the adoption of BI systems does not directly lead to the financial performance of the banks, but rather through the indirect effects of learning and growth, internal process and customer performances thus confirming the core premise of the balanced scorecard. A major practical implication from the study is that vendors can capitalise on the findings to promote their BI products.
format	article
author	Acheampong Owusu
author_facet	Acheampong Owusu
author_sort	Acheampong Owusu
title	Business intelligence systems and bank performance in Ghana: The balanced scorecard approach
title_short	Business intelligence systems and bank performance in Ghana: The balanced scorecard approach
title_full	Business intelligence systems and bank performance in Ghana: The balanced scorecard approach
title_fullStr	Business intelligence systems and bank performance in Ghana: The balanced scorecard approach
title_full_unstemmed	Business intelligence systems and bank performance in Ghana: The balanced scorecard approach
title_sort	business intelligence systems and bank performance in ghana: the balanced scorecard approach
publisher	Taylor & Francis Group
publishDate	2017
url	https://doaj.org/article/216cd4a2397e4530a27f9facd691ceb0
work_keys_str_mv	AT acheampongowusu businessintelligencesystemsandbankperformanceinghanathebalancedscorecardapproach
_version_	1718391949943111680

Business intelligence systems and bank performance in Ghana: The balanced scorecard approach

Ejemplares similares