A case analysis of Savecom: The role of indigenous leadership in implementing a business intelligence system |
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| Authors: | Melody Seah Ming Huei Hsieh Pu-Dong Weng |
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| Institution: | 1. Department of International Business, National Taiwan University, No. 85, Sec. 4, Roosevelt Rd., Taipei, Taiwan, ROC;2. Department of International Business, National Taiwan University, Room 913, No. 85, Sec. 4, Roosevelt Rd., Taipei, Taiwan, ROC;3. Department of Management, National Taiwan University of Science and Technology, #43, Sec. 4, Keelung Rd., Taipei, Taiwan, ROC |
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| 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. |
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| Keywords: | Indigenous Chinese leadership Business intelligence systems Change management |
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