Department of Public administration, University of Sistan and Baluchestan, Zahedan, Iran


BACKGROUND AND OBJECTIVES: The European Foundation for Quality Management excellence model includes a framework for evaluating the improvement of organizations that excellence organizations must achieve them. Also, business intelligence as a management philosophy and tool helps organization to achieve enduring advantage and organization excellence. Therefore, the purpose of the present study is to investigating the impact of business intelligence on enablers of excellence model with using the mediating role of knowledge sharing.
METHODS: According to purpose, the research method is applied and based on data collection is descriptive-survey. The statistical population of this study includes employees of Marvdasht Banks at the Fars province in Iran that 127 respondents were selected based on group sampling. Research data were collected using standard questionnaires (enablers of excellence model questionnaire, Popovic questionnaire for business intelligence and Wang questionnaire for Knowledge sharing) and analyzed through structural equation modeling by Smart-PLS.
FINDING: Results showed that business intelligence has a positive and significant direct and indirect effect on enablers of excellence model. The direct effect of business intelligence on enablers of excellence model is equal to 0.482. The indirect effect of business intelligence on enablers of excellence model with the mediating role of Knowledge sharing is equal to 0.780. Also,the indirect effect of knowledge sharing on enablers of excellence model is equal to 0.410.The indirect effect of business intelligence on Knowledge sharing is equal to 0.726.
CONCLUSION: Considering the research community, it can be said that in order to increase organizational excellence, bank managers should pay special attention to the variables of business intelligence and knowledge sharing and take action towards business intelligence by integrating data, increasing analytical capacity, increasing information quality, access quality of information and analytical decision-making. With these proceedings, not only affect knowledge sharing in the organization, but also increase organizational excellence.

COPYRIGHTS: ©2021 The author(s). This is an open access article distributed under the terms of the Creative Commons Attribution (CC BY 4.0), which permits unrestricted use, distribution, and reproduction in any medium, as long as the original authors and source are cited. No permission is required from the authors or the publishers.


Main Subjects

Al-Kurdi, O.; El-Haddadeh. R.; Eldabi. T., (2018). Knowledge sharing in higher education institutions: a systematic review.J. Inf. Manage., 31(2): 226-246 (21 pages).

Amirkabiri, A.; Sadeghi, H., (2015). Investigating the relationship between establishment of knowledge management systems and organizational excellence case study: General office of cooperatives of Tehran province. Buss. Manag. 7(28). 89-110 (22 pages). (In Persian)

Calvo-Mora, A.; Domínguez-Cc, M.; Criado, F., (2018). Assessment and improvement of organizational social impact through the EFQM Excellence Model. Total Qua. Manage. Bus. Excellence, 29(11-12): 1259-1278 (20 pages).

Calvo-Mora, A.; Navarro-García, A.; Periañez-Cristobal, R., (2015). Project to improve knowledge management and key business results through the EFQM excellence model.Int. J. Project Manage., 33(8): 1638-1651 (14 pages).

Chen, P.T.; Kuo, S.-C., (2017). Innovation resistance and strategic implications of enterprise social media websites in Taiwan through knowledge sharing perspective. Tech. Forecast. Soc. Chang, 118, 55-69 (15 pages).

Cody, W.F.; Kreulen, J.T.; Krishna, V.; Spangler, W.S., (2002). The integration of business intelligence and knowledge management. IBM. Syst. J, 41(4): 697-713 (17 pages).

Criado-García, F.; Calvo-Mora, A.; Martelo-Landroguez, S., (2019). Knowledge management issues in the EFQM excellence model framework. Int. J. Qual. Reliab. Manage., (20 pages).

Dahlgaard, J.J.; Chen, C.K.; Jang, J.Y.; Banegas, L.A.; Dahlgaard-Park, S.M., (2013). Business excellence models: Limitations, reflections and further development. Total Qual. Manage. Bus. Excellence, 24(5-6): 519-538 (20 pages).

Dresner, H., (1989). Business intelligence. Gartner Inc., (64 pages).

EFQM., (2003). EFQM model for business excellence: European Foundation for Quality Management.

EFQM., (2010). EFQM model for business excellence: European Foundation for Quality Management.

EFQM., (2012). EFQM Framework for Innovation Agencies: European Foundation for Quality Management (44 pages).

EFQM., (2013). EFQM model for business excellence: European Foundation for Quality Management.

Escrig, A.B.; De Menezes, L.M., (2015). What characterizes leading companies within business excellence models? An analysis of “EFQM recognized for excellence” recipients in Spain. Int. J. Prod. Eco, 169: 362-375 (14 pages).

Fornell, C.; Larcker, D.F., (1981). Evaluating structural equation models with unobservable variables and measurement error. J. mark. Res.., 18(1): 39-50 (12 pages).

Fornell, C.; Larcker, D.F., (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. In: SAGE Publications Sage CA: Los Angeles, CA. (7 pages).

George, D.; Mallery, P., (2016). IBM SPSS Statistics 23 step by step: A simple guide and reference. Routledge (388 pages).

Hair, J.F.; Ringle, C.M.; Sarstedt, M., (2011). PLS-SEM: Indeed, a silver bullet. 19(2): 139-152 (14 pages).

Heidari, H.A.; Heidari, H.A.; Khodayari, K., (2018). The effect of knowledge management strategy and processes on organizational excellence. Bus. Manage, 40(10): 17-45 (29 pages). (In Persian)

Hosseini Ezzabadi, J.; Saryazdi, M.D.; Mostafaeipour, A., (2015). Implementing Fuzzy Logic and AHP into the EFQM model for performance improvement: A case study. Appli. Soft Comput., 36: 165-176 (12 Pages)

Hulland, J., (1999). Use of partial least squares (PLS) in strategic management research: A review of four recent studies. Strat. Manage. J., 20(2): 195-204 (10 pages).

Jayakrishnan, M.; Mohamad, A.K..;Yusof, M.M., (2018). Assimilation of business intelligence (bi) and big data analytics (bda) towards establishing organizational strategic performance management diagnostics framework: A Case study. J. Dig. Info. Manage, 16(1): (11 pages).

Kafetzopoulos, D.; Gotzamani, K. Skalkos, D., (2019). The relationship between EFQM enablers and business performance. J. Manufact. Tech. Manage, 30(4): 684-706 (23 pages).

Krejcie, R.V.; Morgan, D.W., (1970). Determining sample size for research activities. Educ. psychol. Meas., 30(3): 607-610 (4 pages).

Liao, S.h.; Fei, W.C.; Chen, C.C., (2007). Knowledge sharing, absorptive capacity, and innovation capability: an empirical study of Taiwan's knowledge-intensive industries. J. Inf. Sci., 33(3): 340-359 (20 pages).

Liu, Y.L.; Ko, P.F., (2018). A modified EFQM Excellence Model for effective evaluation in the hotel industry. Total. Qua. Manage. Bus. Excellence, 29(13-14): 1580-1593 (14 pages).

Lönnqvist, A.; Pirttimäki, V., (2006). The measurement of business intelligence. Info. syst. Manage., 23(1): 32 (9 pages).

Madsen, L., (2012). Healthcare business intelligence; a guide to empowering successful data reporting and analytics. John Wiley and Sons. (289 pages).

Mohammad, M.; Mann, R.; Grigg, N.; Wagner, J.P., (2011). Business excellence model: An overarching framework for managing and aligning multiple organisational improvement initiatives. Total. Qual. Manage. Bus. Excellence, 22(11): 1213-1236 (24 pages).

Moscoso-Zea, O.; Castro, J.; Paredes-Gualtor, J.; Luján-Mora, S., (2019). A Hybrid infrastructure of enterprise architecture and business intelligence and analytics for knowledge management in education. IEEE. Acc., 7: 38778-38788 (11 pages).

Mousavi Jarrahi, M.; Azizie, A., (2019). Assessment of job turnover with regard to the characteristics of latent self-fascination on job satisfaction and organizational commitment, Shabak, 42: 40-55 (16 pages). (In Persian)

Nazarpoori, A.; Sepahvand, R.; Masoudi-rad, M., (2016). Survey the forming circumstance of competitive intelligence based on knowledge dynamic capabilities (Case Study: Small- and Medium-Sized Enterprises of LORESTAN). Mod. Market. Res., 22(6): 147-160 (14 pages). (In Persian)

Para-González, L.; Jiménez-Jiménez, D.; Martínez-Lorente, A.R., (2018). The link between people and performance under the EFQM excellence model umbrella. Total. Qual. Manage. Bus. Excellence, 1-21 (22 pages).

Popovič, A.; Hackney, R.; Coelho, P.S.; Jaklič, J., (2012). Towards business intelligence systems success: Effects of maturity and culture on analytical decision making. Desic. Support Syst., 54(1): 729-739 (11 pages).

Reddy, C.S.; Sangam, R.S.; Rao, B.S., (2019). A Survey on Business Intelligence Tools for Marketing, Financial, and Transportation Services. Smart. Int. Comput.  Applic, Springer, Singapore. 495-504 (10 pages).

Richards, G.; Yeoh, W.; Chong, A.Y.L.; Popovič, A., (2019). Business intelligence effectiveness and corporate performance management: an empirical analysis. J. Comput. Info. Syst, 59(2): 188-196 (9 pages).

Rouhani, S.; Ravasan, A., (2012). A Model for assessing business intelligence level of enterprise systems. Info. Tech. Manage. Stud., 1(2): 105-121 (17 pages). (In Persian)

Rud, O.P., (2009). Business intelligence success factors: tools for aligning your business in the global economy (Vol. 18). John Wiley and Sons (306 pages).

Sabzi, A.; Ramezani, U.; Sajjad, A., (2019). The effect of destructive supervisory behaviors on knowledge sharing on the role of mediator of emotional exhaustion and the moderating role of organizational justice, J. Pubic. Admin., 2(11): 339-354 (16 pages). (In Persian)

Safari, H.; Gholami, N.; Ebadi Ziaie, A., (2015). EFQM, Malcolm Baldrige and Deming excellence models. Tehran: Mehraban Nashr. (154 pages). (In Persian)

Safari, H.; Sadeghi Moghaddam, M.R.; Garosi Mokhtarzade, N.; Moradi Moghaddam, M., (2019). Developing a conceptual model of organizational excellence maturity based on organizational capabilities (Case Study: Mobile Telecommunication Company of Iran (Hamrahe Aval)). Indus. Manage. (Uni. Tehran), 32 (11): 21-44 (24 pages). (In Persian)

Safarzade, H.; Bankdar Mazandarani, N.; Javidi Haq, M., (2009). The role of business intelligence in deploying strategic management effectively in organizations. Bus. Manage., 2(5): 125-157 (33 pages). (In Persian)

Samiei, G.; Salavati, A., (2015). Career plateauing: a survey on effects of career plateauing in knowledge management (case study: insurance companies in Sanandaj city), Indian. J. Fund. App. Life. Scie., 5 (S3): 991-1000 (10 pages). (In Persian)

Shakki, F.; Esfehani Nia, A.; Bai, N., (2018). Effects of using social networks on knowledge sharing and learning in the personnel of Sport and Youth Offices in Golestan Province. Spo. Manage. Stud., 52(10): 229-248 (20 pages). (In Persian)

Sharda, R.; Delen, D.; Turban, E., (2013). Business intelligence: a managerial perspective on analytics. Prentice Hall Press, (416 pages).

Sharda, R.; Delen, D.; Turban, E., (2017). Business intelligence, analytics, and data science: a managerial perspective. Pearson, (515 pages).

Shokry, A.; Ghazizadeh, Z., (2020). Survey of business intelligence systems as a knowledge management tool for improving business in investment holding by using systems dynamic approach. Strateg. Manag. Organiz. Knowl., 2(7): 41-78 (38 pages). (In Persian)

Suárez, E.; Calvo-Mora, A.; Roldán, J.L.; Periáñez-Cristóbal, R., (2017). Quantitative research on the EFQM excellence model: A systematic literature review (1991–2015). Eur. Res. Manage. Bus. Econ., 23(3): 147-156. (10 pages).

Taghvaeeyazdi, M.; Niaz Azari, M., (2020). Futuristic relationship with organizational intelligence, organizational creativity and organizational excellence In the Islamic Azad Universities of Mazandaran Province in order to present the model. J. New. Approach Educ. Admin., 11(42): 167-192 (26 pages). (In Persian)

Tenenhaus, M.; Amato, S.; Esposito Vinzi, V., (2004). A global goodness-of-fit index for PLS structural equation modelling. In Proceedings of the XLII SIS scientific meeting. 1(2): 739-742 (4 pages).

Tenenhaus, M.; Vinzi, V.E.; Chatelin, Y.M.; Lauro, C., (2005). PLS path modeling. Comput. Stat. Data. An., 48(1): 159-205 (47 pages).

Wang, Z.; Sharma, P.N.; Cao, J., (2016). From knowledge sharing to firm performance: A predictive model comparison. J. Bus. Res., 69(10): 4650-4658 (9 pages).

Wang, Z.; Wang, N.; Liang, H.J.M., (2014). Knowledge sharing, intellectual capital and firm performance, Manage. Decis., 52(2): 230-258 (29 pages).

Williams, S., (2016). Business intelligence strategy and big data analytics: a general management perspective. Morgan Kaufmann, (240 pages).

Williams, S.; Williams, N., (2010). The profit impact of business intelligence. Elsevier (240 pages).

Zhang, J.; Li, H.; Xia, B.; Skitmore, M.; Pu, S.; Deng, Q.; Jin, W., (2019). Development of a market-oriented EFQM excellence model for analyzing the implementation of quality management in developing countries. Int. J. Construc. Manage., 1-26 (27 pages).


International Journal of Human Capital in Urban Management (IJHCUM) welcomes letters to the editor for the post-publication discussions and corrections which allows debate post publication on its site, through the Letters to Editor. Letters pertaining to manuscript published in IJHCUM should be sent to the editorial office of IJHCUM within three months of either online publication or before printed publication, except for critiques of original research. Following points are to be considering before sending the letters (comments) to the editor.

[1] Letters that include statements of statistics, facts, research, or theories should include appropriate references, although more than three are discouraged.

[2] Letters that are personal attacks on an author rather than thoughtful criticism of the author’s ideas will not be considered for publication.

[3] Letters can be no more than 300 words in length.

[4] Letter writers should include a statement at the beginning of the letter stating that it is being submitted either for publication or not.

[5] Anonymous letters will not be considered.

[6] Letter writers must include their city and state of residence or work.

[7] Letters will be edited for clarity and length.