Business Intelligence Tasks In Egypt

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Business Intelligence Tasks In Egypt

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Author Ibrahim Abdusalam Abubaker Alsibhawi Ibrahim Abdusalam Abubaker Alsibhawi Scilit Google Scholar View Publications *, Jamaiah Binti Yahaya Jamaiah Binti Yahaya SCILIT PREPRINTS.ORGING BIHING BIHI BINTI BINTI PROPRACINSKI SCHIONA PROSPRINTI PROPRAMINSKI SCHILIM PRIKRAMINSKI SCOMITS PREPRINTS.

Software Technology and Management Research Center, Faculty of Information Science and Technology, Universiti Kebangsaan Malaysia, Bangi 43600, Selangor, Malaysia

Business Support Services Global Market Report, Revenue Forecast, Insights 2032

Received: 16 December 2022 / Revised: 4 January 2023 / Accepted: 11 January 2023 / Published: 24 March 2023

All businesses have many problems, especially SMEs trying to survive with traditional technology. Therefore, businesses must adopt business intelligence using information technology management systems to overcome problems. This study proposes a conceptual framework that identifies potential factors influencing the adoption of business intelligence systems in the SME industry in Libya. Therefore, this research is based on two main theories: the Technology Acceptance Model (TAM) and the Unified Theory of Technology Adoption and Use (UTAUT). In line with previous studies investigating this type of influence, this study recommends a conceptual framework containing several factors: change management, knowledge sharing, information quality, IT project management, perceived usefulness of BIS, and perceived ease of adoption of BIS. This study did not consider the effect of environmental factors on BIS (business intelligence system) adoption; this is due to the different characteristics of each SME in terms of sector or type of industry.

Information systems (IS) play a very important role worldwide in the modern economy, enabling organizations and companies to perform various complicated and simple functions at high speeds [1, 2]. Therefore, over the years, information systems and information technologies have been constantly evolving throughout the world, causing a significant impact on the way information is treated today. Information around the world helps to achieve the organization’s goals; it also enables the company to improve organizational decision-making in a productive and competitive way [3]. Suppose we take as an example companies that have grown all over the world [4]. In this case, it can be concluded that the success of their growth is largely due to good technological management, which results in a quick response or good decision-making in the face of various problems that arise. They arise in the business world, which enables them to efficiently and effectively satisfy customers [5].

Most existing companies generate, store and change a huge amount of data about any activity registered in the company through data management applications, which are becoming increasingly complicated to use and outdated [6]. Because of this need, in the 1980s, systems began to appear that offered support solutions for decision-making, which are now known as the term “business intelligence,” coined by Howard Dresner from the Gartner Group in 1989 [7]. This term is intended to be the basis for collecting all kinds of technologies that can extract corporate data stored by different management systems and treat them in such a way that, presenting them to any person or user, they can get intellectual knowledge to carry out the necessary tasks for successful achieving the proposed goals in business.

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The methodological approach to business intelligence is also known as the “business intelligence model”, which has different levels with regard to the type and treatment of information. It is based on three actions: processes and activities, management and strategy, each of which is linked to operational scorecards, management scorecards and balanced scorecards. The main goal is to sustainably support organizations and continuously improve their competitiveness by providing the necessary information for decision-making. The first to coin the term was Howard Dresner, who, while a Gartner consultant, popularized “business intelligence” (BI) as an umbrella term to describe a set of concepts and methods that improve decision-making by using information about what happened (facts). [8]. According to Gartner’s definition, business intelligence is “an interactive process for researching and analyzing structured information about an area (usually stored in a data warehouse), to discover trends or patterns, from which ideas are derived and conclusions drawn” [9].

However, as these are large companies, there are also problems in this sense that they face, such as a lack of capacity to manage the amount of data and many tools that allow better decision-making within the company, while large companies suffer from having a greater ability answers before large companies with global influence. Small and medium enterprises are defined as enterprises with few employees and low revenue (in Libya, less than 50 employees and less than 700,000 USD) [10]. In addition, SMEs suffer from not having an answer to the global market; this is where the importance of studying SMEs in this research is given.

The purpose of this research was to propose a framework that illustrates the problems and challenges associated with the adoption of business intelligence systems in small and medium-sized enterprises, as well as to identify the factors of the adoption of business intelligence systems in small and medium-sized enterprises. companies. To this end, the first section explains the theoretical framework related to the factors used in this study. Although the proposed factors are discussed in a separate section, a subsection is provided for each factor. The proposed relationships are illustrated with a frame diagram. The conclusion is at the end of this paper.

Small and medium-sized enterprises in Libya are crucial for the economic growth and social development of the country, in terms of their contribution to the gross domestic product (GDP) and the creation of jobs, so much so that due to their characteristics, capacities and internal dynamics, they have become the subject of study by some domestic and international organizations, authors and researchers to describe and solve them.

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According to Libyan regulations, SMEs are defined as companies with fewer than 50 employees and revenues of less than USD 700,000 [10]. According to Shibani [11], SMEs have their own characteristics and dimensions; however, they represent professional and financial limitations established by each country’s regulations. Therefore, it can be pointed out that no homogenous term or universal characteristic allows an idea or conception of what small and medium enterprises are. For its part, the term “SME” refers to small and medium-sized enterprises. Small and medium enterprises do not have a defined structure; mostly they consist only of the owner in the administrative part, who makes all decisions about prices, employment and salaries. Small and medium-sized enterprises do not have a defined job description, and the hired staff perform different functions or positions [12].

SMEs have different definitions in different countries, but in general, a small business is an organization with a limited number of employees, usually less than fifty. In Libya, the Small Business Administration defines small businesses as businesses that employ fifty or fewer people. In comparison, medium-sized companies are companies that employ fifty to two hundred and fifty people, as shown in Figure 1.

Many small and medium-sized enterprises exist with little adequate knowledge of business owners on formulating business-related growth strategies. These businesses do not achieve good success due to the low level of skills of these owners and business managers [13]. According to Roever, S. [14], the lack of an informal SME policy by the authorities, which would guarantee the right to life to owners and managers of informal enterprises, results in failures. Marhaeni, A. A. I. N., N. N. Yuliarmi and N. D. Setiawina [15] pointed out that SMEs can achieve better performance improvements by formalizing business operations. These companies must perform very well because the greater the number of companies with high performance, the better the economic conditions will be [16].

Boi, K. and V. Dimovski

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