Many organizations implement business intelligence systems, but their long-term impact on the quality of decision making and consequent performance varies a lot. An analysis of the factors influencing the continued use of those systems is called for. We focus on the role of information processing needs in the continuous use of business intelligence and the factors that influence those needs. A longitudinal mixed method case study of a North American oil company was conducted. The researchers collaborated on developing the company’s business intelligence capabilities over three years and made direct observations during this period. Several data collection methods were used, such as reviewing internal documentation, conducting interviews and surveys. Implementation of business intelligence tools leads to a high level of initial use of these systems. However, after a decrease in processing needs following changes in leadership, the levels of use dropped significantly. This eventually led to the erosion of processing capabilities in both information technology systems and organizational capabilities. Business intelligence oriented needs differ from transactional or workflow needs in that they are not built into processes or systems and are often optional, driven by management and personal work methods. Thus a deliberate effort is needed to ensure a permanent increase in processing needs in order to sustain long-term use and optimal impact of business intelligence. While technology enabled business intelligence can drastically enhance information processing capabilities, they do not necessarily have the same effect on information processing needs. A better understanding of how information processing needs will form and press the individual towards information-seeking behaviour is needed. This will enable not only improved business intelligence implementation, but also increased prospects for optimal business intelligence use in the long run.
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