Abstract

Whereas Business Intelligence initiative has been a primary focus many organisations globally for several years and accounting for billions of dollars in capital expenditure, empirical research remains sparse on the actual impact derived from this investment. Even when the benefits are established, its indirect and delayed impact on business results make it difficult to assess its value. Available literature on how insights triggered by Business Intelligence are transformed into profitable business learning is vague and fragmented. Hence, the main objective of this study was to establish the influence of complementary resources on the relationship between Business Intelligence capability and firm performance. The study used interdisciplinary theories to achieve the research objective, namely, Information systems capability theory and organisational learning. The study was performed using a mixed methods research methodology and cross-sectional approach. Data was collected from 64 public listed companies in Kenya. Findings indicated that complementary resources have a positive and significant impact on the relationship between Business Intelligence capability and performance. The study contributed to theory by building a framework for business intelligence assessment, including factors that significantly lead to improved performance. The results also provide new insights into the existing literature and suggest directions for future research with implications for academia, policymakers and management.

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