A mind mapping-based
literature review (MMBLR) on business intelligence (BI) and business
intelligence system (BIS)
Joseph Kim-keung Ho
Independent Trainer
Hong Kong, China
Abstract: The
subject of business intelligence (BI)/ business intelligence system (BIS) has caught
much attention of both the academic and business communities. By nature, the
BI/BIS field has drawn on ideas from both the information systems and
non-information systems disciplines. The paper conducts a mind-mapping-based
literature review (MMBLR) on BI/BIS so as to render a picture on the overall
intellectual landscape on BI/BIS. A set of BI/BIS themes and ideas are
identified and incorporated into a mind map on BI/BIS. The findings serve to
inform both the academic and business communities on this topic. The MMBLR
experience is that MMBLR is able to foster efficient and stimulating literature
review. Finally, the paper illustrates how to carry out an MMBLR. As such, it
has also academic value to the subjects of managerial intellectual learning (MIL) and
Research Methods.
Key words: business intelligence (BI), business intelligence system (BIS), managerial
intellectual learning (MIL), mind map, mind-mapping-based literature review
(MMBLR) steps, literature review
Introduction
The recent management
consulting activity of this writer draws his attention to the topic of business
intelligence (BI). There appears to be some retailing enterprises in Hong Kong
which are interested in business intelligence systems (BIS). For this reason as
well as the writer’s ongoing teaching and research works on decision support
systems, the writer conducts a literature review on business intelligence and
presents its findings in this paper. The study exercise employs mind-mapping to
carry out a diagramming-based literature review on business intelligence (BI)
and business intelligence system (BIS). The paper begins by introducing the
method of mind-mapping-based literature review. Next, a thematic analysis on
the BI and BIS literature is conducted. Based on the thematic analysis
findings, a mind-mapping-based literature review (MMBLR) is deployed. The last
section of the paper offers some concluding remarks.
The basic ideas of mind mapping-based literature review (MMBLR)
Mind mapping makes use of
radiant thinking to facilitate an individual to explore a chosen topic of study
with a mind map in an engaging and creative way. As a technique, a mind map locates
the chosen study topic at the centre of a map. Related/sub- themes and
perspectives are represented as branches in the map. Only key phrases are
written down on the mind map as labels for key concepts and branches; the
branches could have labelled sub-branches. Nodes (representing main ideas) with
key phrases are attached to the ends of the branches. A mind map so constructed
is colourful and enlivened with relevant artworks. By using a mind map, its
users are then able to learn a chosen study topic more effectively than simply
examining written materials, see Literature
on mind mapping Facebook page (re: bibliography)
for further information. Mind mapping has been employed in diagramming-based
literature review and qualitative data analysis by the writer on a number of
topics, chiefly from the managerial intellectual learning perspective. A
mind-mapping-based literature review (MMBLR) is made up of four steps:
MMBLR Step 1: conduct an internet search
for academic literature relevant to the chosen topic of study;
MMBLR Step 2: take notes to gather
points of interest from the study materials found in step 1 as an exploratory
interpretive learning endeavour;
MMBLR Step 3: conduct a thematic
analysis on the notes made in step 2;
MMBLR Step 4: construct a mind map based
on the thematic analysis result of step 3.
With the first two steps
done by the writer, the next section presents the BI/BIS findings from MMBLR Step 3.
Main themes and ideas of the business intelligence (BI) and business
intelligence system (BIS) literature
Academic articles on
business intelligence (BI) and business intelligence system (BIS) can be found
in refereed journals such as Decision
Support Systems (Elsevier), Business
Process Management Journal (Emerald), Journal
of Strategic Information Systems (Elsevier), Information Systems Management (ABI/INFORM Global) and International Journal of Information
Management (Elsevier). A thematic analysis of the BI/BIS literature by the
writer results in the formulation of six main themes and ideas (called points
here) on BI and BIS (MMBLR Step 3).
They are as follows:
Theme 1: Basic nature of BI
and BIS
Point 1.1.
“..…Rooted within the tradition of
classical Management Support, BI applications usually revolve around the
analysis of “structured data.”…” (Baars and Kemper,
2008);
Point 1.2.
“…Business intelligence (BI) has two basic different meanings
related to the use of the term intelligence. The primary, less frequently, is
the human intelligence capacity applied in business affairs/activities. …...
The second relates to the intelligence as information valued for its currency
and relevance. It is expert information, knowledge and technologies efficient
in the management of organizational and individual business….” (Ranjan, 2009);
Point
1.3.
“… Originally coined by Gartner Group
as a collective term for data analysis tools …. “Business Intelligence” is now
commonly understood to encompass all components of an integrated management
support infrastructure…” (Baars and Kemper, 2008);
Point
1.4.
“….BI [business intelligence] as the ability of an organization or business to reason, plan,
predict, solve problems, think abstractly, comprehend, innovate and learn in
ways that increase organizational knowledge, inform decision processes, enable
effective actions, and help to establish and achieve business goals..” (Popovič, Hackney, Coelho and Jaklič. 2012);
Point
1.5.
“…The term
business intelligence is …. about a company wide recognition that a company’s
data is an important strategic asset that can yield valuable management
information and implement change so that this information is used to improve
decision making…” (CIMA, 2008);
Point 1.6.
“…BI is “both a process and a product.” The process
is composed of methods that organizations use to develop useful information, or
intelligence, that can help organizations survive and thrive in the global
economy. The product is information that will allow organizations to predict the
behavior of their “competitors, suppliers, customers, technologies,
acquisitions, markets, products and services, and the general business
environment” with a degree of certainty…” (Jourdan, Rainer and Marshall, 2008);
Point 1.7.
“….Business intelligence reveals: The position of the firm as in
comparison to its competitors; Changes in customer behavior and spending
patterns; The capabilities of the firm;
Market conditions, future trends, demographic and economic information; The
social, regulatory, and political environment..” (Ranjan, 2009);
Point 1.8.
“…A specialized field of business intelligence known as competitive
intelligence focuses solely on the external competitive environment…” (Ranjan, 2009);
Point 1.9.
“…competitive
intelligence as actionable recommendations arising from a systematic process,
involving planning, gathering, analyzing and disseminating information on the
external environment, for opportunities or developments that have the potential
to affect a company or a country’s competitive situation.…” (Du
Toit, 2003);
Point 1.10.
“…While the need for process orientation is widely recognized in
approaches to operational IS [information systems] development, BIS are still
mostly understood as data-oriented systems as managerial tasks are less
frequently organized by means of well-defined processes….” (Popovič, Hackney, Coelho and Jaklič. 2012);
Point 1.11.
“….five
relatively distinct categories [academic BI themes] emerged. The Artificial Intelligence (AI) category….. The Benefits category
….. The Decision category….. The Implementation category
….The final and most diverse category is Strategies…” (Jourdan, Rainer and Marshall, 2008);
Theme
2: Basic BI tools
Point 2.1.
“…The most
salient tools in the current BI discussion are still “reporting,” “data
mining,” and “OLAP” tools, which are primarily directed to the presentation and
analysis of numerical business data…” (Baars and Kemper,
2008);
Point 2.2.
“…COMPONENTS OF BI…OLAP (On-line
analytical processing)…. Advanced Analytics… Corporate Performance
Management (Portals, Scorecards, Dashboards)….Real time BI…. Data Warehouse and data marts ….” (Ranjan, 2009);
Point 2.3.
“…BI products….rarely support
user selectable data sources and real-time data integration….. There are almost
no sets of real-time business performance data available.. …” (Azvine,
Cui and Nauck, 2005);
Point 2.4.
“…BIS [business intelligence system]… as quality information in
well-designed data stores, coupled with business-friendly software tools that provide knowledge workers timely access, effective
analysis and intuitive presentation of the right information, enabling them to
take the right actions or make the right decisions…” (Popovič, Hackney, Coelho and Jaklič. 2012);
Point 2.5.
“…Typical features of BI software include: reporting and visualisation,
trend analysis (historical and emerging),
customer behaviour analysis, predictive
modelling (analyse most likely future scenarios). BI requires three main
categories of technology — data warehouses, analytical tools, and reporting
tools…” (Azvine, Cui and Nauck, 2005);
Point 2.6.
“…As a data-centric
approach, BI&A has its roots in the longstanding database management field.
It relies heavily on various data collection, extraction, and analysis
technologies …” (Chen, Chiang and Storey,
2012);
Point 2.7.
“….the basic characteristic for BI tool is that it is ability to
collect data from heterogeneous source, to possess advance analytical methods,
and the ability to support multi users demands…” (Ranjan, 2009);
Point 2.8.
“…BI [business intelligence] tools are widely accepted as a new
middleware between transactional applications and decision support
applications…” (Sahay and Ranjan, 2008);
Theme 3: BIS adoptions
Theme 3.1: External BIS
adoption drivers
Point 3.1.1.
“….The
increased importance of such infrastructures [business intelligence system]
reflects three interacting trends: more turbulent, global business
environments, additional pressures to unveil valid risk and performance
indicators to stakeholders, and aggravated challenges of effectively managing
the more and more densely interwoven processes…” (Baars and Kemper,
2008);
Point
3.1.2.
“With
ever-increasing competition and rapidly changing customer needs and
technologies, enterprise decision makers are no longer satisfied with scheduled
analytics reports, pre-configured key performance indicators or fixed
dashboards. They demand ad hoc queries to be
answered quickly, they demand actionable information from analytic applications
using real-time business performance data, and they demand these insights be
accessible to the right people exactly when and where they need them…” (Azvine,
Cui and Nauck, 2005);
Point 3.1.3.
“….Internal and external competitive
pressures require new, time-constrained responses and, as a result, more
empowered knowledge workers…” (Du
Toit, 2003);
Theme 3.2: BIS impacts and
evaluations
Point 3.2.1.
“….BI provides many benefits to companies
utilizing it. It ….enhance communication among departments while coordinating
activities, and enable companies to respond quickly to changes in financial
conditions, customer preferences, and supply chain operations….” (Ranjan, 2009);
Point
3.2.2.
“….The perceived value of some
intelligence product, for example, is likely to vary depending on the
subjective appreciation and the need of the person(s) for whom the question is
addressed…” (Lönnqvist and Pirrttimäki, 2006);
Point
3.2.3.
“….since
there are too many overlapping data sources with varying qualities, they
[enterprise decision makers] want more control over the data used for analysis
……” (Azvine, Cui and Nauck, 2005);
Point 3.2.4.
“…The implementation of BIS [business intelligence system] can
contribute to improved IQ [information quality] in many ways, such as: faster
access to information, easier querying and analysis, a higher level of
interactivity, improved data consistency due to data integration processes and
other related data management activities (e.g. data cleansing, unification of definitions of key business terms, master data management)…” (Popovič, Hackney, Coelho
and Jaklič. 2012);
Point 3.2.5.
“…..the effectiveness of BI is best measured by
evaluating the contribution of BI to a specific decision or action and then
looking at the benefit or detriment this specific decision brought to the
company….” (Lönnqvist and Pirrttimäki, 2006);
Point 3.2.6.
“…….. The problem in
calculating the ROI for BI is that the output of the BI [business intelligence]
process is intelligence; in other words, some kind of processed information.
The value of information is very difficult to assess… “(Lönnqvist and Pirrttimäki, 2006);
Point 3.2.7.
“…In the literature, measures
for managing the BI [business intelligence] process have not been discussed as
much as measuring the effects of BI…” (Lönnqvist and Pirrttimäki, 2006);
Point
3.2.8.
“…the attraction of BI is that it
offers organizations quick and powerful tools to store, retrieve, model, and
analyze large amounts of information about their operations, and in some cases,
information from external sources….” (Herschel and Jones, 2005);
Point 3.2.9.
“….BI [business intelligence]
measurements serve two main purposes. The first …is to prove that it is worth
the investment…... The second main purpose for the measurement of BI activities
is to help manage the BI process..…” (Lönnqvist and Pirrttimäki, 2006);
Theme 4: BIS implementation
practices and concerns
Point 4.1.
“…The widespread use of BI requires a data layer which allows dynamic
plugging in of new data sources, because enterprises cannot afford to build
data warehouses for every BI application…” (Azvine,
Cui and Nauck, 2005);
Point 4.2.
“…When implementing a BI programme
one might like to pose a number of questions and take a number of resultant
decisions, such as: Goal Alignment queries…
Baseline queries…. Cost and risk queries… Customer and Stakeholder
queries… Metrics-related queries ….. Measurement Methodology-related queries…..
Results-related queries …” (Ranjan,
2009);
Point 4.3.
“….The main key to successful BI
system is consolidating data from the many different enterprise operational
systems into an enterprise data warehouse. Very few organizations have a
full-fledged enterprise data warehouse.…” (Sahay and Ranjan, 2008);
Point 4.4.
“…….There
is no obvious way to observe what is not known about the competitive
environment, or to balance the costs of acquiring that knowledge against
potential benefits. This is why the process of creating corporate information
resources out of personal knowledge for purposes of competitive intelligence
must be planned and controlled…” (Drott,
2001);
Point 4.5.
“…Especially in areas that reach beyond company
borders, like Customer Relationship Management (CRM)…. or Competitive
Intelligence (CI)…, it becomes imperative to consider both structured and
unstructured data to provide valid insights into current business
developments…” (Baars and Kemper, 2008);
Theme 5: BI and related
management disciplines
Theme 5.1: Related to
knowledge management
Point
5.1.1.
“…Conceptually, it is easy to
comprehend how knowledge can be thought of as an integral component of BI and
hence decision making.…. KM [knowledge management] and BI [business
intelligence], while differing, need to be considered together as necessarily
integrated and mutually critical components in the management of intellectual
capital…” (Herschel and Jones, 2005);
Point 5.1.2.
“….58% of the useful knowledge of an enterprise is recorded
information (documents and databases) and 42% resides in employee brains….
Integrating knowledge management and competitive intelligence encourages the
use of these resources, improves their quality and allows an enterprise to
respond more rapidly to changing business conditions…” (Du
Toit, 2003);
Point
5.1.3.
“…a ‘‘true’’ enterprise-wide KM
[knowledge management] solution cannot exist without a BI [business
intelligence]-based meta data repository…” (Herschel and Jones, 2005);
Point
5.1.4.
“…..the convergence of the KM
[knowledge management] and BI [business intelligence] deepens and broadens the
amount of searchable knowledge and information – simultaneously increasing the
value, actionability and ROI on the intelligence gained…” (Herschel and Jones, 2005);
Point 5.1.5.
“…….We
need a new view of competitive intelligence information, one that looks beyond
the computerized database to recognize the many other kinds of personal
knowledge to be collected and organized as valued corporate information
assets….” (Drott, 2001);
Theme 5.2: Related to other management
disciplines
Point 5.2.1.
“……
BI&A [business intelligence and analytics] includes business-centric
practices and methodologies that can be applied to various high-impact
applications such as e-commerce, market intelligence, e-government, healthcare,
and security…” (Chen, Chiang and Storey,
2012);
Point 5.2.2.
“….. BI
[business intelligence]….. could enable them [management accountants] to
provide a wider range of information in more accessible formats. In addition to
reporting and monitoring, they could provide more forward-looking analysis
based on a combination of both financial and non-financial information. ….. to
take on decision support roles…” (CIMA, 2008);
Point
5.2.3.
“….executives,
managers, information workers and staff all expect more information and clearer
insights to support decision making. Financial information alone will not
suffice…” (CIMA, 2008);
Point 5.2.4.
“…The concept of supply
chain analytics promises to extract and generate meaningful information for
decision makers in the enterprise from the enormous amounts of data generated
and captured by supply chain systems…” (Sahay and Ranjan, 2008);
Point 5.2.5.
“supply chain intelligence which reveals opportunities to reduce
costs and stimulate revenue growth by enabling companies to understand the
entire supply chain from the customer’s perspective….” (Sahay and Ranjan, 2008);
Theme 6: Recent BI/BIS
trends
Theme 6.1: Real-time BI/BIS
Point 6.1.1.
“…. There
are two main reasons that make real-time business intelligence a necessity.
Firstly, the conditions and environments in which businesses operate are in a
constant state of flux. Sales patterns change from place to place and from time
to time…” (Azvine, Cui and Nauck, 2005);
Point 6.1.2.
“….RTBI [real-time business intelligence] … operates on data that is
extracted from operational data sources with zero latency, and provides means
to propagate actions back into business processes in real time….” (Azvine,
Cui and Nauck, 2005);
Point 6.1.3.
“….The meaning of real-time business intelligence mainly depends on
understanding what ‘real-time’ means for a business. Not surprisingly there are
no agreed definitions here either.…” (Azvine, Cui and
Nauck, 2005);
Point 6.1.4.
“….The real time BI can be pushed to enhance supply chains. BI
analysis will be in line to a business process such as identifying unusual
supplier activity that might require a change in pricing or manufacturing
schedules or noting higher than expected sales activity of lower margin
products that may indicate a problem in sales or distribution….” (Sahay and Ranjan, 2008);
Point 6.1.5.
“…BI’s real-time
capabilities can make it easier for companies to work directly with customers.
A customer might be on the phone or an e-commerce web site for only a few
minutes..….” (Sahay and Ranjan, 2008);
Point 6.1.6.
“….an approach to real time BI based on service-oriented
architecture…... These service-oriented architecture tools provide various
interfaces to various heterogeneous types of data in any organization and
integrate various data sources ..…” (Sahay and Ranjan, 2008);
Theme
6.2: Cloud-based BIS
Point
6.2.1.
“…….Cloud Computing offers
companies a way to avoid the significant upfront investment that an internal BI
framework traditionally requires..” (Gash, Ariyachandra and Frolick, 2011);
Point
6.2.2.
“…the hardware and software that make up these pieces can
quickly add up to millions of dollars. Hosting this environment in a cloud,
however, can reduce both the hardware and software footprint that a company
needs to purchase…” (Gash, Ariyachandra and Frolick, 2011);
Point
6.2.3.
“…Additional hardware expansions
are usually required as BI becomes adopted throughout a company, to account for
increased usage. With Cloud Computing, however, the sky is the limit in terms
of expanded capacity…” (Gash, Ariyachandra and Frolick, 2011);
Point 6.2.4.
“…Setting up dedicated disaster recovery
failover environments and backup procedures can quickly add up to a significant
part of a company’s overall BI budget. Cloud Computing takes the burden off of
a company by managing this fully within the Cloud…” (Gash,
Ariyachandra and Frolick, 2011);
Theme 6.3: Other BI/BIS trends
Point
6.3.1.
“…Business
intelligence became a popular term in the business and IT communities only in
the 1990s. In the late 2000s, business analytics was
introduced to represent the key analytical component in BI….. More recently big
data and big data analytics have been
used to describe the data sets and analytical techniques in applications that
are so large … and complex …that they require advanced and unique data storage,
management, analysis, and visualization technologies…” (Chen, Chiang and Storey, 2012);
Point 6.3.2.
“…With an overwhelming amount of web-based,
mobile, and sensor-generated data arriving at a terabyte and even exabyte scale
…., new science, discovery, and insights can be obtained from the highly
detailed, contextualized, and rich contents of relevance to any business or
organization…” (Chen, Chiang and Storey,
2012);
Point
6.3.3.
“….Text mining would seem to be a
logical extension to the capabilities of current BI products. However, its
seamless integration into BI software is not quite so obvious…” (Herschel and Jones, 2005);
The literature review by the writer has
identified quite a large number of illustrative points, which are grouped into
six major themes. The referencing on the points provided lets readers to be
able to trace the ideas to the original sources, thus informing their own study
and literature review exercises, if they intend to do so. It should also be
noted that: (i) theme 3 (BIS adoptions) has two sub-themes, namely, theme 3.1
(External BIS adoption drivers) and theme 3.2 (BIS impacts and evaluations),
(ii) theme 5 (BI and related management disciplines) comprises three
sub-themes, i.e., theme 5.1 (Related to knowledge management), theme 5.2
(Related to other management disciplines), and (iii) theme 6 (Recent BI/BIS
trends) is composed of three sub-themes, which are theme 6.1 (Real-time
BI/BIS), theme 6.2 (Cloud-based BIS) and theme 6.3 (Other BI/BIS trends). Overall,
the BI/BIS literature is substantial and growing, see also Literature on business intelligence Facebook page (re: bibliography). To further examine the
BI/BIS literature review findings, a mind map is constructed (MMBLR step 4) and presented in the next
section
A mind map on business intelligence (BI) and business intelligence
system (BIS)
Based on the thematic
analysis findings (MMBLR step 3), the
writer took up MMBLR step 4 and came
up with a mind map on BI and BIS. This is shown as Figure 1.
Referring to Figure 1, the
chosen topic of study is located at the centre of the mind map as “Business
Intelligence & Business Intelligence System” blob. There are six main branches attached to the
core blob. They correspond to the six themes arrived at in MMBLR step 3 as
presented in the previous section. Likewise, three main branches (representing
six key themes) have sub-branches (representing sub-themes). The various nodes
with key phrases are associated to the points identified in the previous
section. For examples, (i) “Meanings of BI” (node) with the main branch of
“Basic nature” is related to point 1.2 and (ii) “Perceived value” (node) with
the sub-branch of “BIS impacts and evaluations” is associated with point 3.2.2.
Despite the relatively complex knowledge structure of BI and BIS as revealed in
MMBLR step 3 (i.e., numerous points and a number of main themes and
sub-themes), its knowledge structure image can now be depicted in a single and
colourful mind map. As such, the mind map (re: Figure 1) allows a reader to
quickly grasp the overall intellectual landscape of BI/ BIS in the form of a
colourful diagram. Finally, it should also be pointed out that it is
entertaining, intellectually stimulating and not time-consuming to produce such
a mind map.
Concluding remarks
Similar to previous
experience on using mind maps to conduct literature review, the MMBLR, for a
preliminary literature review, is efficient and effective for managerial
intellectual learning (MIL) purpose. The
findings on BI/BIS should be of academic and practical values to readers who
study BI/BIS. They could be academics or managers involved in their enterprise
BIS projects. These findings point to
the original academic sources for further learning on BI/BIS. Lastly, the paper
provides an illustration on how to conduct an MMBLR. This illustration is of
use for those who are interested in the literature review topic in Research
Methods (see also Literature on literature review Facebook
page) as well as those who want to master managerial intellectual learning
(MIL) (refer to Managerial intellectual
learning Facebook page).
Bibliography
1.
Azvine, B., Z. Cui and D.D. Nauck. 2005. “Towards real-time business
intelligence” BT Technology Journal 23(3)
July: 214-225.
2.
Baars, H. and H.G.
Kemper. 2008. “Management Support with Structured and Unstructured Data – An
Integrated Business Intelligence Framework” Information
Systems Management 25(20): 132-148.
3. Chen, H., R.H.L. Chiang and
V.C. Storey. 2012. “Business intelligence and analytics: from big data to big
impact” MIS Quarterly 36(4) December:
1165-1188.
4. CIMA. 2008. “Improving decision making in
organisations: Unlocking business intelligence” Report (978-1-85971) September,
The Chartered Institute of Management
Accountants, U.K.
5. Drott, M.C.
2001. “Personal Knowledge, Corporate Information: The Challenges for Competitive
Intelligence” Business Horizons
March-April: 31-37.
6. Du Toit, A.S.A. 2003. “Competitive
intelligence in the knowledge: what is in it for South African manufacturing
enterprises” International Journal of
Information Management 23, Pergamon: 111-120.
7. Gash, D.,
T.A. Ariyachandra and M. Frolick. 2011. “Looking to the Clouds for Business
Intelligence” Journal of Internet
Commerce 10, Routledge: 261-269.
8. Herschel, R.T. and N.E.
Jones. 2005. “Knowledge management and business intelligence: the importance of
integration” Journal of Knowledge
Management 9(4), Emerald: 45-55.
9. Jourdan, Z., R.K. Rainer and
T.E. Marshall. 2008. “Business Intelligence: An Analysis of the Literature 1” IEEE Engineering Management Review
25(2): 121-131.
10. Literature
on business intelligence Facebook page, maintained by Joseph, K.K. Ho (url address: https://www.facebook.com/Literature-on-business-intelligence-640086626166940/).
11. Literature
on literature review Facebook page, maintained by Joseph, K.K. Ho (url address: https://www.facebook.com/literature.literaturereview/).
12. Literature
on mind mapping Facebook page, maintained by Joseph, K.K. Ho (url address:
https://www.facebook.com/literature.mind.mapping/).
13. Lönnqvist, A. and V.
Pirrttimäki. 2006. “The measurement of business intelligence” Information Systems Management Winter
23(1): 32-40.
14. Managerial intellectual learning Facebook page, maintained by Joseph,
K.K. Ho (url address: https://www.facebook.com/managerial.intellectual.learning/).
15.
Popovič, A., R.
Hackney, P.S. Coelho and J. Jaklič. 2012. “Towards business
intelligence systems success: Effects of maturity and culture on analytical
decision making” Decision Support Systems
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16.
Ranjan, J.
(2009). Business Intelligence: Concepts, Components,Techniques and Benefits.Journal of Theoretical and Applied Information Technology, 60-70.
17.
Sahay, B.S. and J. Ranjan. 2008. “Real time business intelligence in
supply chain analytics” Information
Management & Computer Security 16(1), Emerald: 28-48.
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