Pharmacy Informatics Health Information and Reaction
Topic: #9 Business Intelligence
Barzaga, Camila D. College of Pharmacy, St. Dominic College of Asia
Part I: Summary
Part II: 1st reaction
A Report on Business Intelligence
Because there is no universally acknowledged phrase for referring to the
internal and external intelligence needed for corporate decision-making, we
use the word Business Intelligence (BI) to refer to a collection of
technologies and procedures that deal with data to help people make better
decisions. “BI is both a process and a product,” says the author. The process
is made up of strategies that businesses utilize to gather meaningful data, or
intelligence, that may help them survive and prosper. The product is data
that will enable businesses to accurately forecast the behavior of their
"competitors, suppliers, customers, technology, acquisitions, markets, goods
and services, and the overall business environment." Because of the growth
in information availability through electronic means of collecting,
processing, and transmission that may be utilized as a basis for intelligence
activities, Business Intelligence (BI) is garnering attention. In addition,
enhanced information utilization is required in the context of significant
global political and social change, greater global rivalry from new or more
aggressive competitors, and rapid technical advancements. As the world
becomes more unpredictable, corporations' information processing
operations increase. Firms' viability may be jeopardized if this does not
happen. Startups work hard to gain a foothold in the market, and they must
perform in order to survive and develop. It's important to remember that a
small business isn't just a smaller replica of a big corporation. Structures,
resources available, managerial techniques, environmental reaction, and the
way they compete in the market are all different.Firms must make the effort
to obtain information to better their judgments in a highly competitive,
dynamic, and volatile environment. This may be a difficulty for any
company, but it's especially difficult for startups trying to break into the
market.
This method can help managers maintain a good fit with their surroundings
and improve their company's success. Companies must use their physical,
human, and organizational assets, both real and intangible, to establish and
retain competitive advantages, according to the resource-based view (RBV)
hypothesis. The ability of enterprises owning precious and uncommon
resources to develop a competitive advantage, especially if these resources
are difficult to mimic or substitute, is a key concept in this theory. It expands
on the RBV's theoretical underpinning by considering knowledge to be the
key element of production from which a company may gain a competitive
1
 advantage. One of these assets is business intelligence (BI), which may be
utilized to gather information while also contributing to the pool of
knowledge accessible to management. Because the processes involved in
knowledge formation include both searching and recombination, this is
conceivable.

2nd reaction The relationship between innovativeness, a critical notion for organizational
performance, is examined. The process of acquiring knowledge through
network learning is also investigated. Interaction with many actors who have
technical or non-technical expertise can help speed up the acquisition of this
intangible resource. The link between these constructs and performance is
assessed. Because these procedures can help managers maintain a good fit
with their surroundings and improve performance. Because there is a paucity
of research on BI studies in small businesses, we attempt to develop theory
by examining specific features of BI in this type of business. The
management viewpoint on business intelligence, rather than the typical
technology one, is critical. Although the notion has a long history,
intelligence studies applied to business have garnered interest in recent
years. BI incorporates aspects and methods from a variety of domains,
including the military, government administration, and, to a degree,
intelligence-driven cultures.

3rd reaction It's worth noting that BI has an influence not just on decision-making, but
also on organizational actors' behaviors — how they make sense of,
generate, and exchange information – and may therefore be considered a
cultural component. When individuals exchange their data, information, and
expertise, they learn. Knowledge may be defined as useful knowledge
gained by knowledge, awareness, and familiarity through time through
study, research, observation, or experience. Gaining generates knowledge,
and learning new capabilities assists businesses in competing successfully,
surviving, and growing. As knowledge evolves, it must be rebuilt based on
research and experience, and ongoing change necessitates continual
learning. As a result, neither absolute nor universal knowledge exists.
Because information is becoming the most significant ingredient in
production and a source of competitive advantage, attention has been
devoted to an organization's capacity to detect, collect, produce, share, or
acquire information.

Concluding Paragraph Business intelligence is often a capacity that companies build and test in
order to affect the data available. It is an internal organizational
characteristic that, as previously indicated in the literature, can impact
performance. It has the potential to improve the aspects of network learning
and inventiveness. Better performance habits arise from a good impact. A
favorable influence results in improved performance habits as a result of
this. The findings back up these assertions. Despite the fact that the literature
suggests a link between innovativeness and performance, the data

2
 demonstrate no such link. This might be owing to the sample's composition
or because the association is somewhat nebulous.

References:
[1] Caseiro, N., & Coelho, A. (2019). The influence of Business Intelligence capacity, network learning
and innovativeness on startups performance. Journal of Innovation & Knowledge, 4(3),
139-145.
[2] Rikhardsson, P., & Yigitbasioglu, O. (2018). Business intelligence & analytics in management
accounting research: Status and future focus. International Journal of Accounting Information
Systems, 29, 37-58.