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Business Intelligence as a Challenge for the Managerial Function: Case Study on Managerial Decision Making in Algerian Companies


  • Seguer Zineb Soltana

    (PhD student, National Higher School of management, Kolea, Algeria)

  • Hasna Amina Messaïd

    (Professor, National Higher School of management, Kolea, Algeria)


In the literature review, the subject of changes in organizations and business professions as a result of digital advances and digital is quite frequent. These changes concern all sectors of activity and professions without exception. Thus, under the influence of digitalization, individual campaigns have transformed, changed, or disappeared altogether. The same applies to individual professions related to digitalization. The aim of the article is to investigate the main problems and determine the ability of the managerial profession to face the challenges and threats that arise in the conditions of digitization of organizations and the use of business analytics tools. Among the many functions of the manager’s profession, the article examined the role of strategic decision-making as one of the most complex and difficult to digitize. The object of the study is the skills of strategic decision-makers in organizations from different sectors of the economy (pharmaceutical industry, agri-food industry, career industry, construction and real estate, metallurgy and metal materials, multinational, business administration, communication & Marketing, e-business, auditing & accounting, banking). New decision-making skills were identified and described based on the study of the skills of fifteen different managers and eight consultants and analysts. All managers should gradually acquire these skills to complete their basic training, gain knowledge and interpersonal communication skills, and understand the latest know-how which appears in the digital age. It will allow him to meet his company’s current and future needs and better retain and fulfill job duties. The results of this study show us that in addition to his professional development based on technology and digital, the manager develops based on his personal growth and professional knowledge. The contribution of digital tools to decision-making skills is the same regardless of the field of activity he exercises during his career.

Suggested Citation

  • Seguer Zineb Soltana & Hasna Amina Messaïd, 2022. "Business Intelligence as a Challenge for the Managerial Function: Case Study on Managerial Decision Making in Algerian Companies," Business Ethics and Leadership, Sciendo, vol. 6(3), pages 35-46, September.
  • Handle: RePEc:vrs:belead:v:6:y:2022:i:3:p:35-46:n:10
    DOI: 10.21272/bel.63.35-46.2022

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    More about this item


    business intelligence; digitalization; skills; strategic decision;
    All these keywords.

    JEL classification:

    • O33 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights - - - Technological Change: Choices and Consequences; Diffusion Processes
    • D70 - Microeconomics - - Analysis of Collective Decision-Making - - - General
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General


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