Celina Olszak

University of Economics in Katowice, Poland

BUSINESS INTELLIGENCE
FOR INFORMATION SOCIETY

Introduction

Leveraging information is a key success factor for companies and the whole
societies. Business Intelligence (BI) is a broad category covering technologies,
applications and processes responsible for the collection, storage, data access and
analysis that can help users in making more effective decisions1. It is consid-
ered as a new working culture with information and a specific methodology that
would refer to working with information and knowledge, open communication,
and knowledge sharing2.
The research questions I ask in this study are: (1) what possibilities may of-
fer BI systems for the information society and first of all for different enterprises,
(2) what kinds of BI models and applications can be used in the enterprises and
what are the implications for them.
The study was based on: (1) a critical analysis of literature, (2) a observation
of different BI initiatives undertaken in various enterprises, as well as on (3) semi-
structured interviews conducted in polish enterprises in 2012. Some interviews,
conducted in 20 polish enterprises, were held with over 80 responders: executives,
senior members of staff, and ICT specialists They represented the service sector:
telecommunications (T)-4, consulting (C)-4, banking (B)-4, insurance (I)-4, mar-
keting agencies (MA)-4.
1
B.H. Wixom, H.J. Watson: The BI-based Organization. “International Journal of Business Intel-
ligence Research” 2010, Vol. 1, No. 1, pp. 13-28; A. Schick, M. Frolick, T. Ariyachandra: Com-
peting with BI and Analytics at Monster Worldwide. Proceedings of the 44th Hawaii International
Conference on System Sciences, 2011.
2
S. Negash, P. Gray: Business Intelligence. In: Decision Support Systems. Ed. F. Burstein,
C.W. Holsapple. Springer, Berlin 2008, pp. 175-193.
12 Celina Olszak

The reminder of my paper is organized as follows. Firstly, the idea of infor-

mation society has been described. Then, an overview of subject literature on BI
has been conducted. Next, a road map for applying different BI models and ap-
plications in enterprises is recognized. Finally, the main benefits of BI using have
been analyzed.
The paper provides valuable information on the possibilities of BI applying
in different enterprises. It makes useful contribution to the literature and theorists
understanding of ways in which combinations of BI are used.

1. Background and related works

1.1. Information society

The topic of an information society is the basis of many analyses and discus-
sions. The history of information society development has begun many years ago.
It was Friedrich von Hayek, Nobel laureate who in 1937 described information
as a good3. F. Machlup, American economist, anticipated appearing the new sec-
tors and branches associated with information technologies, information servic-
es and information processing4.In science fiction books dated on the sixties of XX
century S. Lem presented the vision of society based on information techniques.
However, the term of information society (johoka shakai) was introduced by Jap-
anese ethnologists Tadao Umesao in 1963. It means the society that development
is mainly determinated by different ICT using. Large contribution to the devel-
opment of information society brought D. Bell5. He outlined a new kind of soci-
ety – the post-industrial society. The author argued that the post-industrial society
would replace the industrial society and would be information-led and service-ori-
ented. A. Toffler6 described the development of information society and compared
it to three waves: agrarian, industrial and post-industrial where the basic source is
information. Next, P. Drucker7 provided an incisive analysis of the major world
transformation taking place, from the age of capitalism to the knowledge society,
and examined the radical affects it will have on society, politics, and business now
3
F. von Hayek: Economics and Knowledge. ”Economica” 1937, No. 4 (February), pp. 33-54.
4
F. Machlup: The Production and Distribution of Knowledge in the United States. Princeton, New
Jersey, 1962.
5
D. Bell: The Coming of Post-industrial Society. A Venture in Social Forecasting. Basic Books,
New York 1976.
6
A. Toffler: The Third Wave. Bantam Books, New York 1980.
7
P.F. Drucker: Post-capitalist Society. Harper Business, New York 1993.
 BUSINESS INTELLIGENCE FOR INFORMATION SOCIETY 13

and in the coming years. Then, M. Castells8 analyzed the social and economic
changes associated with the technological revolution, described the global econo-
my as a constant flow of information and created a theory of the network society.
Nowadays, many authors confirm that the rapid development of ICT, includ-
ing the Internet, contribute to radical changes in the functioning of society and
economy9.
It should be noticed that the topic of information society is also in the center
of attention of many countries. They have incorporated the idea of building the in-
formation society into their strategic planning. They have noticed new develop-
ment possibilities as well as an opportunity to become attractive partners on the
global and competitive market. In Europe Union, one of the first documents, treat-
ed on information society was the report called Bangemann report10. Also, Poland
saw a great opportunity for itself in a transformation of society into the informa-
tion society. The opportunity to accelerate economic development and to become
more competitive partner in the international arena.
An analysis of different concepts of information society has led to the adop-
tion, for the purposes of this article, of the following definition: the information
society is a society that has unlimited access to ICTs, information and knowledge,
and can use them to achieve different objectives of social, economic, cultural, ed-
ucational, etc. nature11. The aim of the information society is to gain competitive
advantage internationally, through using ICT in a creative and productive way.

1.2. The issue of Business Intelligence

Business Intelligence (BI) is a broad category covering technologies, appli-
cations and processes responsible for the collection, storage, data access and anal-
8
M. Castells: The Rise of Network Society. The Information Age: Economy, Society and Culture.
Vol. 3. Blackwell Publisher. Oxford 1996; M. Castells, P. Himanen: The Information Society and
the Welfare State. The Finnish Model. Oxford University Press, Oxford 2002.
9
C.M. Olszak, E. Ziemba: The Use of ICT for Economic Development in Silesian Region in Po-
land. “Interdisciplinary Journal of Information, Knowledge, and Management” 2011, Vol. 6,
pp. 197-216; N. Roztocki, H.R. Weistroffer: Information Technology in Transition Economie.
“Journal of Global Information Technology Management” 2008, Vol. 11(4), pp. 2-9; D. Tapscott:
Grown Up Digital: How the Net Generation is Changing your Word. McGraw Hill, New York
2009.
10
“Europe and the global information society Recommendations to the European Council”, The
European Council, 1993.
11
E. Ziemba, C.M. Olszak: Building a Regional Structure of an Information Society on the Basis of
e-Administration. “Issues in Information Science and Information Technology”. Ed. E.B. Cohen.
Informing Science Press 2012, Vol. 9, pp. 277-295.
14 Celina Olszak

ysis that can help users in making more effective decisions. BI system can be
also defined as an integrated set of tools, technologies and programmed products
which are used to collect, integrate, analyze and share data12. It is composed of
a set of the following essential components13:
–– ETL (Extraction-Transformation-Load) tools responsible for data transfer
from operational or transaction systems to data warehouses;
–– data warehouses, environment to store, aggregate and analyze data;
–– analyzing, reporting and presenting tools, such as: OLAP (tools which allow
access and which analyze and model business problems and share informa-
tion that is stored in data warehouses), data mining (tools for determining pat-
terns, generalizations, regularities and rules in data resources), reporting and
ad hoc inquiry (tools for creating and utilizing different synthetic reports),
drill down reports;
–– presentation layers that include customized graphical and multimedia inter-
faces or dashboards to provide users with information in a comfortable and
accessible form.
The role of BI and its impact on organizations and the whole society has been
changed14. There are distinguished 3 ages in the development of BI: BI 1.0, BI 2.0,
Bi 3.0 (Table 1).
The first age of BI, called BI 1.0. falls on seventies and eighties of XX cen-
tury. It is closely related with the management information systems (MIS), ex-
ecutive information systems (EIS), and decision support systems (DSS). Gen-
erally, the first applications from this age were dedicated on mainframes. They
were able to process the simple tasks for operational and tactical management.
They were characterized by production the simple reporting and represented sim-
ple, static applications. Individual reports were written by expert programmers.
BI 1.0 was focused on “delivery to the consumer” and market leaders include:
SAS, IBM15.

12
J. Reinschmidt, A. Francoise: Business Intelligence Certification Guide. “International Technical
Support Organization”, IBM, San Jose, CA 2000.
13
C.M. Olszak, K. Batko: The Use of Business Intelligence Systems in Healthcare Organizations
in Poland. Computer Science and Information Systems (FedCSIS), 2012, pp. 969-976. IEEE on-
line, http://www.ieeexplore.ieee.org.
14
P.R. Clavier, H. Lotriet, J. Loggerenberger: Business Intelligence Challenges in the Context of
Goods-and Service-Domain Logic. 45th Hawaii International Conference on System Science,
IEEE Computer Society 2012, pp. 4138-4147.
15
S.J. Gratton: BI 3.0 The Journey to Business Intelligence. What does it mean? http://www.
capgemini.com.technology (retrieved: 14.10.2012).
 BUSINESS INTELLIGENCE FOR INFORMATION SOCIETY 15

Table 1
The three ages of Business Intelligence
BI 1.0 BI 2.0 BI 3.0
Specification
(Tool-centricity) (Web-centricity) (Application-centricity)
User interface Client Web Multi-device
Design priority Capability Scalability Usability
Functionality Aggregate and present Explore and predict Anticipate and enrich
Frequency/detail monthly/detailed weekly-daily-summary Real-time/processes
Client use case Operational reconcillation Enterprise alignment Social empowerment
Insight scope Mile deep inch wide Mile wide inch deep Outcome-specific
Uptake/reusability <1%/limited <15%/some >25%/entire application
Foundational Creation, delivery &
Delivery only Creation & delivery
Influences management

Source: S.J. Gratton: BI 3.0 The Journey to Business Intelligence. What does it mean? http://www.capgemini.
com.technology (retrieved: 14.10.2012).

The second age of BI (1990-2005) – BI 2.0 is the type of enterprise scale BI

we see today. It means a concept and methodologies for improvement of busi-
ness decisions using facts and information from supporting systems16. It is char-
acterized by end-user friendlier client-based BI tools and centralized. Data ware-
house configured to deliver preformatted information to specialists analysts and
users within management. So, the role of BI 2.0 and its impact on organizations
(compared to BI 1.0) has been changed. From simple, static analytical applica-
tions, BI 2.0 has evolved into solutions that can be used in strategic planning, pre-
dictive modelling, forecasting, monitoring operations, and studying the profitabil-
ity of products17. BI 2.0 is focused on “creation and delivery for consumers” and
market leaders include: Business Objects, Cognos, Hyperion, Microsoft, Terada-
ta, Oracle.
BI 3.0. presents a new era in the evolution of BI. Thanks to web and mo-
bile technologies it appears intelligent business network for every one. There is
a growing acceptance of the idea that analysis is a collaborative (not only singu-
lar) and social effort. It focuses on a collaborative workgroups (which are self-
regulated) and on information outcomes within the confines of core business in-
teraction with customers, employees, regulators etc. There is common sense that
BI 3.0 should go beyond reliance on structured data available in internal sourc-
es but should use also external, mostly unstructured data in various formats (so-

16
D.J. Power: A Brief History of Decision Support Systems, http://www.dssresources.com/history/
dsshistory.html (retrieved: January 2007).
17
S. Negash, P. Gray: Op. cit., pp. 175-193; T.H. Davenport, J.G. Harris, R. Morison: Analytics at
Work: Smarter Decisions, Better Results. Harvard Business Press, Cambridge 2010.
16 Celina Olszak

cial media posts, free form web content, images, and video files)18. BI 3.0 is con-
centrated on “creation, delivery and management for consumers”19. According to
Scott20 there are 5 core attributes that support BI 3.0 philosophy: proactive, real-
time, integrated with business processes, operational (available to line workers),
and extended to reach beyond the boundaries of the organizations to improve in-
formation delivery and decision support functionality for all. According to Chat-
ter21 there are 3 prerequisites for software tools to be recognized as a BI 3.0 tools:
be social, relevant (automatically delivers relevant insights that users really need
according to their situation and user profile), fully self-service (intuitiveness). It is
indicated also that there is no reason to depreciate in BI 3.0 the functions (known
from BI 2.0) like: reporting, OLAP, data mining. They have still their strong posi-
tion. BI 3.0 philosophy is to raise the added value of BI tools’ architecture by an-
choring collaborative style of information search and analysis with intuitive and
self-service user interface that delivers timely and highly relevant insights to any-
one who is properly authorized and needs them22.

1.3. Business Intelligence in enterprises

BI systems beneficiaries include a wide group of users starting from special-
ists in controlling, financial reporting and finance, through salespeople, members
of the board up to individual users. Sectors that use BI systems most frequently
include: trading companies, insurance companies, banks, financial sector, health
sector, telecommunications, and manufacturing companies.
Many case studies confirm that BI may be utilized in an organization for:
–– increasing the effectiveness of strategic, tactic and operational planning in-
cluding first of all: (a) modelling different variants in the development of an
organization; (b) informing about the realization of enterprise’s strategy, mis-
sion, goals and tasks; (c) providing information on trends, results of intro-
duced changes and realization of plans; (d) identifying problems and ‘bot-
tlenecks’ to be tackled; (e) providing analyses of “the best” and “the worst”
18
R. Nemec: The Application of Business Intelligence 3.0 Concept in the Management of Small
and Medium Enterprises. In: IT for Practice 2012. Ed. M. Tvrdikova, J. Minster, P. Rozenhal.
Economicka Faculta, VSB-TU Ostrava, 2012.
19
S.J. Gratton: Op. cit.
20
N. Scott: The 3 Ages of Business Intelligence: Gathering, Analysing and Putting it to Work, http://
www.excapite.blogspot-ages-of-business-ontelligence.html (retrieved: January 2013).
21
R. Chatter: Decoding BI 3.0, http://www.searchbusinessintelligence.techtarget.in/answer/ decod-
ing-BI-30 (retrieved: January 2013).
22
R. Nemec: Op. cit.
 BUSINESS INTELLIGENCE FOR INFORMATION SOCIETY 17

products, employees, regions; (f) providing analyses of deviations from the

realization of plans for particular organizational units or individuals; (g) and
providing information on the enterprise’s environment;
–– creating or improving relations with customers, mainly: (a) providing sales
representatives with adequate knowledge about customers so that they could
promptly meet their customers’ needs; (b) following the level of customers’
satisfaction together with efficiency of business practices; (c) and identifying
market trends;
–– analysing and improving business processes and operational efficiency of an
organization particularly by means of: (a) providing knowledge and experi-
ence emerged while developing and launching new products onto the market;
(b) providing knowledge on particular business processes; (c) exchanging of
knowledge among research teams and corporate departments23.
Practice shows that the most significant business effects are obtained while
using the following analyses offered by the BI systems: (1) analysis that supports
cross selling and up selling; (2) customer segmentation and profiling; (3) analy-
sis of parameters importance; (4) survival time analysis; (5) analysis of customer
loyalty and customer switching to competition; (5) credit scoring; (6) fraud detec-
tion; (7) logistics optimisations; (8) forecasting of strategic business processes de-
velopment; (9) web mining (analysis and assessment of the Internet services per-
formance); and (10) web-farming (analysis of the Internet content) 24.

2. Research methodology

The study was based on: (1) a critical analysis of literature, (2) a observation
of different BI initiatives undertaken in various enterprises, as well as on (3) semi-
structured interviews conducted in polish enterprises in 2012. Some interviews,
conducted in 20 polish enterprises, were held with over 80 responders: executives,

23
C.M. Olszak: The Business Intelligence-based Organization – New Chances and Possibilities.
Proceedings of the International Conference on Management, Leadership and Governance.
Ed. V. Ribiere, L. Worasinchai. Published by Academic Conferences and Publishing International
Limited Reading UK 44-118-972-4148, 2013, pp. 241-249; T.H. Davenport, J.G. Harris, R. Mori-
son: Op. cit.; P. Hawking, S. Foster, A. Stein: The Adoption and Use of Business Intelligence Solu-
tions in Australia. “International Journal of Intelligent Systems Technologies and Applications”
2008, Vol. 4, No. 1, pp. 327-340.
24
C.M. Olszak, E. Ziemba: Business Intelligence Systems in the Holistic Infrastructure Develop-
ment Supporting Decision-making in Organizations. “Interdisciplinary Journal of Information,
Knowledge and Management” 2006, Vol. 1, pp. 47-58.
18 Celina Olszak

senior members of staff, and ICT specialists They represented the service sector:
telecommunications (T)-4, consulting (C)-4, banking (B)-4, insurance (I)-4, mar-
keting agencies (MA)-4. All of them had at least 5 years of experience in BI. In-
terviewees were selected on their involvement in BI or on their ability to offer an
insight based on experience in BI and related decision support systems. The sur-
vey was conducted in 2012 among purposefully selected firms (in Poland) that are
considered to be advanced in BI.
The research was of qualitative nature and was conducted within wid-
er research project “Using BI tools in polish enterprises” and partly with-
in project devoted to “Using software tools in Polish add Czech border region”
(CZ.3.223.2.0412.02994). Types of core interviews questions relevant to this pa-
per are reflected in Table 2.

3. Research findings

My research confirmed that BI identified in the literature was also experi-

enced in selected organizations. Table 2 presents the selected answers for asked
questions.
Table 2
Types of asked questions and selected answers
No Asked questions during interviews Answers ( number of organizations)
1 2 3
Tools to manage information (9), data warehouse
1 How do you define BI? (5), analytical applications (4), new way of doing
business (2)
What do you use BI for (reporting, ad-hoc
Reporting (15), ad-hoc reporting (9), analyzing
reporting, analyzing, alerting, predictive
2 (12), alerting (2), predictive modeling (2),
modeling, operationalizing, optimization,
optimization (3), activating (2)
activating, etc.) ?
Assess the quality of data used in your
High quality data (6), medium quality data (11),
3 organization (complete, correct, consistent; high/
rather poor quality data (3)
medium/poor quality data, etc.)
Are you skilled enough in order to take advantage Skilled enough (7), not skilled enough (8), poor
4
of BI systems? skilled (5)
Used management dashboards in limited scope
5 Do you use management dashboards? (14), used management dashboards in whole
organization (4), not used (2)
Is your BI (un)limited to the part/department of BI limited to the part of organization (15),
6
organization? unlimited (5)
Users motivated by training (8), motivated by
7 Are you motivated to use BI (how)?
bonuses (6), not motivated (6)
 BUSINESS INTELLIGENCE FOR INFORMATION SOCIETY 19

Table 2 contd.
1 2 3
Do you use BI for analyzing customers, suppliers, BI for analyzing customers (17), suppliers (14),
8
competitors and other business partners? competitors (5), other stakeholders (4)
Regional data warehouse (9), centralized data
9 What kind of BI software do you use?
warehouse (5), operational data bases (6)
Success: acquiring new customers (14), acquiring
new suppliers (11), increase of sale (8), fraud
detection (6), launching new channels of sale (3),
launching new products (3). Failures: not trust in
10 Describe some successes/failures from using BI
BI (4), gap between BI/ business (12), users do
not recognize their own data after it is processed
(7), decision-making skills absent (6), BI is
expensive (5)
Better access to data (13), better decisions (12),
improvement of business process (9), improved
11 Indicate some benefits from using BI business performance (8), costs saving (7),
transparency of information (5), new way of
doing business (2)

4. Discussion
The survey has shown that BI may provide a balanced picture of the enter-
prise and its environment to the managers. BI may be treated as an analytical
process that transforms scattered information about internal business processes,
customers into relevant, accurate and usable strategic knowledge on market evo-
lution, business opportunities and threats (Table 3).
Table 3
Selected answers concerning using BI models and obtained benefits

Enterprises Used BI models and BI analysis Benefits from BI using

1 2 3
(1) Determine high-profit product profiles and
customer segments, provide detailed, integrated
Enterprise-wide BI architecture,
customer profiles, develop of individualized
BI-PA, customer profiling and
Telecommunication frequent-caller programs, determine future
segmentation, customer demand
customer needs; (2) Forecast future product needs
forecasting
or service activity, provide basis for churn analysis
and control for improving customer retention
(1) Reduction in the turnaround time for preparation
of reports, direct and faster access to the data
needed to support decision-making, analyze the
Data warehouse, BI-PA, data
flow of businesses across services, regions, clients,
marts, analysis of parameters
pricing, currencies, and market factors in time
Consulting importance, identification of
etc.; (2) Forecasting and estimating of customer
sales and inventory, optimization
demand (in short and long term); (3) Service and
orders, marketing companions
product distribution plans of a companies are in
place to meet its customer expectations, inventory
requirements are more accurately
20 Celina Olszak

Table 3 contd.

1 2 3
(1) Determinate the overall profitability of
individual customer, current and long term, provide
the basis for high-profit sales and relationship
banking, maximize sales to high-value customers,
reduce costs to low-value customers, provide the
Data warehouse, BI-PA, means to maximize profitability of new products
customer profitability analysis, and services; (2) Establish patterns of credit
Banking
credit management, problem progression by customers class and
branch sales type, warn customers to avoid credit problems,
to manage credit limits, evaluate of the bank’s
credit portfolio, reduce credit losses; (3) Improve
customer service and account selling, facilitate
cross selling, improve customer support, strengthen
customer loyalty
(1) Analyzing detailed claims and premium
history by product, policy, claim type, and other
Regional data warehouses, data
specifics; (2) Developing marketing programs on
mining, OLAP, data marts, claims
Insurance client characteristics, improving client service;
and premium analysis, customer
(3) Identification high-risk market segments
analysis, risk analysis
and opportunities in specific segments, reducing
frequency of claims
(1) Better understanding of customers,
identification their place in a customer lifetime
cycle and customer segments for marketing
campaigns; (2) Providing analyses of customer
transactions (what is selling, who is buying); (3)
Regional data warehouses, OLAP,
Monitor customer loyalty by evaluating which
marketing companions, customer
Marketing agencies customers are loyal and which are likely to leave;
profiling and segmentation,
(4) Identify which products are most profitable
customer demand forecasting
and monitor customer behavior in purchasing
products. By closely tracking sales performance
and consumer behavior, companies are able to
set better marketing strategies and ensure proper
allocation of marketing funds

The observations and conducted interviews in surveyed enterprises allow me

to state that the enterprises use BI systems first of all to optimalize operational de-
cisions, improvement of internal business processes and decision making on op-
erational level and to better access to data and static reporting. BI applications are
used to customer relationship management, identification of sales and inventory,
optimization orders, marketing companions. Most of the enterprises indicated the
benefits from using BI like: integrated analysis for finance, marketing; improve-
ment of decision making on all levels of management, and the possibility of de-
mand forecasting. Unfortunately, only a few enterprises saw benefits for the whole
environment like: competing in BI, new ways of doing business. They do not build
the social nets and manage social capital. They are still in the age of BI 2.0.
 BUSINESS INTELLIGENCE FOR INFORMATION SOCIETY 21

Conclusion

The main conclusion of this study is that BI may offer different possibilities
for the enterprises. They include first of all: making more effective decisions, im-
proving business processes, and business performance. Observation and conduct-
ed discussions with interviews let me to state, that, unfortunately, the enterprises
used BI very seldom for building expert’ nets, social capital management, creating
the active communities, and knowledge sharing. Most of them stay still at the age
of BI 2.0. It means that they are focused more on the internal business processes
than on the environment: competition, users in social media etc.

BIBLIOGRAPHY

Bell D.: The Coming of Post-industrial Society. A Venture in Social Forecasting.

Basic Books, New York 1976.
Castells M.: The Rise of Network Society. The Information Age: Economy, Socie-
ty and Culture. Vol. 3. Blackwell Publisher, Oxford 1996.
Castells M., Himanen P.: The Information Society and the Welfare State. The Finn-
ish Model. Oxford University Press, Oxford 2002.
Clavier P.R., Lotriet H., Loggerenberger J.: Business Intelligence Challenges in
the Context of Goods-and Service-Domain Logic. 45th Hawaii International
Conference on System Science, IEEE Computer Society 2012.
Chatter R.: Decoding BI 3.0, http://www.searchbusinessintelligence.techtarget.in/
answer/decoding-BI-30 (retrieved: January 2013).
Davenport T.H,. Harris J.G., Morison R.: Analytics at Work: Smarter Decisions,
Better Results. Harvard Business Press, Cambridge 2010.
Drucker P.F.: Post-capitalist Society. Harper Business, New York 1993.
“Europe and the Global Information Society Recommendations to the European
Council”, The European Council, 1993.
Hawking P., Foster S., Stein A.: The Adoption and Use of Business Intelligence
Solutions in Australia. “International Journal of Intelligent Systems Technol-
ogies and Applications” 2008, Vol. 4, No. 1.
von Hayek F.: Economics and Knowledge. “Economica” 1937, No. 4 (Febru-
ary).
Gratton S.J.: BI 3.0 The Journey to Business Intelligence. What does it mean?
http://www.capgemini.com.technology (retrieved: 14.10.2012).
22 Celina Olszak

Machlup F.: The Production and Distribution of Knowledge in the United States.
Princeton, New Jersey 1962.
Negash S., Gray P.: Business Intelligence. In: Decision Support Systems. Ed.
F. Burstein, C.W. Holsapple. Springer, Berlin 2008.
Nemec R.: The Application of Business Intelligence 3.0 Concept in the Man-
agement of Small and Medium Enterprises. In: IT for Practice 2012. Ed.
M. Tvrdikova, J. Minster, P. Rozenhal. Economicka Faculta, VSB-TU Os-
trava, 2012.
Olszak C.M., Ziemba E.: Business Intelligence Systems in the Holistic Infrastruc-
ture Development Supporting Decision-making in Organizations. “Inter-
disciplinary Journal of Information, Knowledge and Management” 2006,
Vol. 1.
Olszak C.M., Ziemba E.: The Use of ICT for Economic Development in Silesian
Region in Poland. “Interdisciplinary Journal of Information, Knowledge, and
Management” 2011, Vol. 6.
Olszak C.M., Batko K.: The Use of Business Intelligence Systems in Healthcare
Organizations in Poland. Computer Science and Information Systems (Fed-
CSIS), 2012, pp. 969-976. IEEE on-line http://www.ieeexplore.ieee.org.
Olszak C.M.: The Business Intelligence-based Organization – New Chances and
Possibilities. Proceedings of the International Conference on Management,
Leadership and Governance. Ed. V. Ribiere, L. Worasinchai. Published by
Academic Conferences and Publishing International Limited Reading UK
44-118-972-4148, 2013.
Power D.J.: A Brief History of Decision Support Systems, http://www.dssresourc-
es.com/history/dsshistory.html (retrieved: January 2007).
Reinschmidt J., Francoise A.: Business Intelligence Certification Guide. “Interna-
tional Technical Support Organization”, IBM, San Jose, CA 2000.
Roztocki N., Weistroffer H.R.: Information Technology in Transition Economie.
“Journal of Global Information Technology Management” 2008, Vol. 11(4).
Schick A., Frolick M., Ariyachandra T.: Competing with BI and Analytics at Mon-
ster Worldwide. Proceedings of the 44th Hawaii International Conference on
System Sciences, 2011.
Scott N.: The 3 Ages of Business Intelligence: Gathering, Analysing and Putting
it to Work, http://www.excapite.blogspot-ages-of-business-ontelligence.html
(retrieved: January 2013).
Tapscott D.: Grown up Digital: How the Net Generation is Changing your Word.
McGraw Hill, New York 2009.
Toffler A.: The Third Wave. Bantam Books, New York 1980.
 BUSINESS INTELLIGENCE FOR INFORMATION SOCIETY 23

Wixom B.H., Watson H.J.: The BI-based Organization. “International Journal of

Business Intelligence Research” 2010, Vol. 1, No. 1.
Ziemba E., Olszak C.M.: Building a Regional Structure of an Information Society
on the Basis e-Administration. “Issues in Information Science and Informa-
tion Technology”. Ed. E.B. Cohen. Information Science Press ZOR, Vol. 9.

BUSINESS INTELLIGENCE FOR INFORMATION SOCIETY

Summary

The main goal of this paper is to present the basic assumptions underlying the idea of
Business Intelligence (BI) and to identify the possibilities of it using for information soci-
ety, and first of all in different organizations. The paper provides valuable information on
the chances and the possibilities of BI applying for information society.

Keywords: business intelligence, information society, organization