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A case analysis of Savecom: The role of indigenous leadership in implementing a business intelligence system

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  • Seah, Melody
  • Hsieh, Ming Huei
  • Weng, Pu-Dong

Abstract

Evidence suggests that some factors can determine the successful implementation of strategic IT systems, i.e. Business Intelligence (BI). Although BI systems can provide companies with insights into their business operations they are painstakingly difficult to implement. Most frequently, employee resistance and change management related issues have been identified as the main causes of system implementation failure. This is particularly true for Chinese firms, where cultural nuances such as personalism and particularism serve as powerful barriers to ‘intelligence’ sharing. In this case study, we report how Chinese CEOs can overpower these restraining forces to facilitate implementation success. Preliminary evidence from our case firm suggests that a strong, committed and adaptive leadership style provides a basis for effective BI exploitation. Further, we also identify some strategic and tactical actions that Chinese CEOs can use to foster a knowledge sharing culture that is conducive to BI systems implementation.

Suggested Citation

  • Seah, Melody & Hsieh, Ming Huei & Weng, Pu-Dong, 2010. "A case analysis of Savecom: The role of indigenous leadership in implementing a business intelligence system," International Journal of Information Management, Elsevier, vol. 30(4), pages 368-373.
    • Handle: RePEc:eee:ininma:v:30:y:2010:i:4:p:368-373
    DOI: 10.1016/j.ijinfomgt.2010.04.002
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    References listed on IDEAS

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    1. Pan, Shan L. & Tan, Chee Wee, 2005. "The roles of enterprise systems in e-initiative implementation: A case study of PowerCo," International Journal of Information Management, Elsevier, vol. 25(3), pages 241-251.
    2. Umble, Elisabeth J. & Haft, Ronald R. & Umble, M. Michael, 2003. "Enterprise resource planning: Implementation procedures and critical success factors," European Journal of Operational Research, Elsevier, vol. 146(2), pages 241-257, April.
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    Cited by:

    1. Dong, Shutao, 2012. "Decision execution mechanisms of IT governance: The CRM case," International Journal of Information Management, Elsevier, vol. 32(2), pages 147-157.
    2. Rezvani, Azadeh & Dong, Linying & Khosravi, Pouria, 2017. "Promoting the continuing usage of strategic information systems: The role of supervisory leadership in the successful implementation of enterprise systems," International Journal of Information Management, Elsevier, vol. 37(5), pages 417-430.
    3. Jaklič, Jurij & Grublješič, Tanja & Popovič, Aleš, 2018. "The role of compatibility in predicting business intelligence and analytics use intentions," International Journal of Information Management, Elsevier, vol. 43(C), pages 305-318.
    4. Foshay, Neil & Kuziemsky, Craig, 2014. "Towards an implementation framework for business intelligence in healthcare," International Journal of Information Management, Elsevier, vol. 34(1), pages 20-27.
    5. Park, YoungWon & Fujimoto, Takahiro & Hong, Paul, 2012. "Product architecture, organizational capabilities and IT integration for competitive advantage," International Journal of Information Management, Elsevier, vol. 32(5), pages 479-488.
    6. Shao, Zhen, 2019. "Interaction effect of strategic leadership behaviors and organizational culture on IS-Business strategic alignment and Enterprise Systems assimilation," International Journal of Information Management, Elsevier, vol. 44(C), pages 96-108.

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