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

Authors:
Melody Seah;Ming Huei Hsieh;Pu-Dong Weng
Affiliations:
Department of International Business, National Taiwan University, No. 85, Sec. 4, Roosevelt Rd., Taipei, Taiwan, ROC;Department of International Business, National Taiwan University, Room 913, No. 85, Sec. 4, Roosevelt Rd., Taipei, Taiwan, ROC;Department of Management, National Taiwan University of Science and Technology, #43, Sec. 4, Keelung Rd., Taipei, Taiwan, ROC
Venue:
International Journal of Information Management: The Journal for Information Professionals
Year:
2010

Citing 5
Cited 1

Information technology and organizational change: causal structure in theory and research

Management Science
Using a case study to test the role of three key social enablers in ERP implementation

Information and Management
Organizational culture and leadership in ERP implementation

Decision Support Systems
Integration of web-based procurement and fulfillment: A comparison of case studies

International Journal of Information Management: The Journal for Information Professionals
The roles of enterprise systems in e-initiative implementation: A case study of PowerCo

International Journal of Information Management: The Journal for Information Professionals

Towards business intelligence systems success: Effects of maturity and culture on analytical decision making

Decision Support Systems

Quantified Score

Hi-index	0.00

Visualization

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.