Business Intelligence as a Differentiated Decision Support Capability

DOI: https://doi.org/10.2139/ssrn.6465540

This research examines how business intelligence supports managerial decision making across strategic, tactical, and operational levels in SMEs located in Southeast England. The study provides empirical evidence showing how differentiated BI utilisation relates to perceived decision making quality in resource constrained organisational environments.

The study explores how differentiated BI utilisation relates to perceived decision making quality and argues that BI should be understood not only as a technical reporting resource, but as a structured decision support capability.

Using a quantitative correlational design and data from 186 SME managers, the study identifies significant positive relationships between BI utilisation and decision making quality across all three managerial levels, with operational BI showing the strongest association.