Over the past two decades organizations have made considerable investment in implementing data warehousing and business intelligence to improve business performance through facts-based decision-making. Although many of these organizations reap the rewards of their investments, others find that realizing the full value proposition is elusive. While the literature is rich with studies regarding data warehousing and business intelligence, much of the existing research focused on the initial experiences of adoption and implementation, and few yielded empirical data that reflected post-implementation conditions that lead to mature capabilities and improved business performance. Sited at the Defense Intelligence Agency where data warehousing and business intelligence capabilities have been in place for 10 years, this study investigated the perceived influences of data warehousing and business intelligence maturity on organizational performance through the perceptions of end users and senior leaders. This study employed mixed methods to examine the linkages between organizational support, information technology capabilities, practices, use, and organizational performance. Using survey responses from end users (N = 29 respondents), the researcher employed linear regressions, and mediation analyses to test hypotheses and assess correlations among maturity variables and their effect on organizational performance. Conversely, the qualitative phase included semi-structured interviews with six senior leaders to understand their perceptions of existing data warehousing and business intelligence capabilities. The quantitative results and qualitative findings indicated significant correlations between the perceptions of organizational support, information technology capabilities, and use in predicting organizational performance. The discoveries resulting from this research represent an original contribution to the body of knowledge by providing empirical data to aid in advancing the scholarship and practice of the data warehousing and business intelligence maturity phenomenon.

Organizations depend on IT for the successful completion of many organizationalactivities. In this paper, we aim to contribute to the research field and the awareness of the opportunities and limitations data storage puts on value creation with Business Intelligence. Thus, the research question asked in this thesis is: Which opportunities and limitations does data storage put on the value creation with Business Intelligence? A case study was conducted on an IT-organization along with two expert interviews in order to answer the research question. Semi-structured interviews were held with developers and an IT-architect of the IT-organization. We conclude that there might be situations where data storage affects BI-systems, but there are factors such as BI-maturity, time and budget that play a big part in how the value that an IT-organization aim to create can be realized. We identified that a migration to a graph database could be applied to the IT-organization for a more effective and optimized value creation through the BI-system. This due to the advantages with graph databases in relation to the type of data that the IT-organization is working with.

The rise of technology and digitalization has greatly impacted organizations, particularly in the field ofHuman Resources (HR). To stay competitive in this evolving landscape, HR departments are increasingly adopting Business Intelligence (BI) as a useful umbrella concept to collect, store, access, and analyze data for data-driven decision-making. However, as research states, many HR organizations struggle to fully leverage the benefits of BI and therefore only adapt mere basic BI capabilities. This study aims to address this gap by examining how HR organizations can develop their BI maturity and identify the key categories and factors that influence it, as well as highlight the main hurdles in the journey towards higher BI maturity. To fulfill this purpose, a case study was conducted which centered around semi-structured interviews with respondents from the case company. The results from the interviews show that there are several factors deemed important when assessing BI maturity and we classify these factors into Organization & Structure, Data Governance and System, Tools & Technology. This study’s results are for the most part consistent with previous research on assessing BI maturity. However, the focus on HR departments reveals some interesting findings. Within these categories, the following factors, among others, have emerged as important to consider. Namely organizational culture and a collaborative mindset to promote the adoption of higher levels of analytics through the entire organization. Moreover, making HR more impactful in the sense of actionability and by demonstrating a cause-effect relationship emerges as a central and multi-faceted aspect when assessing BI maturity. Organizational management of data centralization is also considered a significant factor for HR. In addition, another central aspect to regard is GDPR, as it directly affects the collection, storing and analysis of personal data, consequently becoming crucial for HR to assess. The study also identified hurdles hindering HR departments from reaching higher levels of maturity, such as cross-functional collaboration and data transparency between departments. Furthermore, GDPR legislation hinders the possibility of distributing certain data and combining sensitive data with other sources. Additionally, a barrier to the successful utilization of existing tools and systems is considered to be related to the competence of employees. / Teknikens och digitaliseringens framväxt har haft stor inverkan på organisationer, särskilt inom området för Human Resources (HR). För att förbli konkurrenskraftiga i denna föränderliga miljö använder HR-avdelningar i allt större utsträckning Business Intelligence (BI) som ett användbart paraplykoncept för att samla in, lagra, få tillgång till och analysera data för datadrivet beslutsfattande. Forskningen visar dock attmånga HR-organisationer kämpar med att utnyttja fördelarna med BI fullt ut och därför bara anpassar sig till de mer grundläggande BI-funktionerna. Den här studien syftar till att åtgärda denna brist genom att undersöka hur HR-organisationer kan utveckla sin BI-mognad och identifiera de viktigaste kategorierna och faktorerna som påverkar detta, samt belysa de viktigaste hindren på vägen mot högre BI-mognad. För att uppfylla detta syfte genomfördes en fallstudie som var centrerad kring semistrukturerade intervjuer med respondenter från fallföretaget. Resultaten från intervjuerna visar att det finns flera faktorer som anses vara viktiga vid bedömningen av BI-mognad och klassificerar dessa faktorer i Organisation & Struktur, Datastyrning och System, Verktyg & Teknologi. Resultaten från denna studie stämmer till största delen överens med tidigare forskning om bedömningen av BI-mognad. Fokuseringen på HR-avdelningar ger dock några intressanta resultat. Inom dessa kategorier har bland annat följande faktorer framkommit som viktiga att beakta. Specifikt framhävs organisationskultur och ett samarbetsinriktat tänkande för att främja antagandet av högre nivåer av analys genom hela organisationen. Dessutom framstår det som en central och mångfacetterad aspekt vid bedömningen av BI-mognad att göra HR mer betydelsefull, i form av handlingsförmåga och genom att visa på orsak-verkan samband. Den organisatoriska hanteringen av datacentralisering anses också vara en viktig faktor för HR. En annan central aspekt att beakta är dessutom GDPR, eftersom den direkt påverkar insamlingen, lagringen samt analysen av persondata och blir därav avgörande för HR att bedöma. I studien identifierades även särskilda hinder som håller tillbaka HR-avdelningar från att nå högre mognadsnivåer, till exempel tvärfunktionellt samarbete och datatransparens mellan avdelningar. Dessutom hindrar GDPR-lagstiftningen möjligheten att distribuera vissa uppgifter samt att kombinera känsliga uppgifter med andra källor och avdelningar. Dessutom anses ett hinder för ett framgångsrikt utnyttjande av befintliga verktyg och system vara relaterat till de anställdas kompetens.