User self-efficacy enhances business intelligence tools for organizational agility

Abstract

The primary objective of this paper is to investigate the interplay between individual self-efficacy (SE) and the adoption of business intelligence (BI) tools, and their combined effects on organizational agility and performance. This research offers a novel perspective by examining the relationship between individual SE and BI tools together, which was neglected in the previous research, shedding light on how these factors collectively influence organizational performance and agility. The importance of this study addresses the crucial need for understanding the role of individual capabilities in leveraging BI tools, especially in the context of rapidly changing environments. The study employs a quantitative approach to examine the proposed model. A survey was conducted with 174 respondents from private and public organizations in Jordan. The findings reveal significant and positive impacts of individual experiences, vicarious experiences (VE), and psychological feedback (PS) on SE. Moreover, the study demonstrates that SE significantly and positively influences the utilization of BI tools, consequently affecting organizational agility and performance. The significance of the study findings lies in its ability to bridge the gap between individual capabilities and the effective utilization of BI tools to equip businesses with invaluable insights for enhancing their decision-making processes.