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Article

A Systematic Literature Review on the Impact of Business Intelligence on Organization Agility

by
Luay Malawani
*,
Ramón Sanguinoa
* and
Juan Luis Tato Jiménez
*
Faculty of Economics and Business Sciences, University of Extremadura, 06006 Badajoz, Spain
*
Authors to whom correspondence should be addressed.
Adm. Sci. 2025, 15(7), 250; https://doi.org/10.3390/admsci15070250
Submission received: 27 April 2025 / Revised: 21 June 2025 / Accepted: 24 June 2025 / Published: 29 June 2025
(This article belongs to the Section Strategic Management)
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Abstract

Background: In today’s rapidly evolving business environment, organizational agility (OA) has become increasingly critical for companies to maintain competitiveness and sustainability. Business intelligence (BI) is pivotal in enabling organizational agility by providing the necessary tools and insights to navigate uncertainties and capitalize on opportunities. This study aimed to investigate the relationship between BI and organizational agility, particularly within the pharmaceutical manufacturing sector in the Middle East and North Africa (MENA) region. The systematic literature review followed Kitchenham’s guidelines, which was supplemented with a VOS analysis to visualize the interconnectedness of BI and organizational agility. The analysis revealed a direct relationship between BI and organizational agility, with the critical variables of innovation, competitive advantage, firm performance, and dynamic capabilities influencing this connection. The MENA region shows promise in contributing to this field, but further research is needed. Leveraging BI capabilities can enhance organizational agility, positioning companies for sustained success amidst uncertainty. Addressing challenges and fostering a supportive organizational culture is essential for realizing the full potential of BI-driven agility. This study makes an original and timely contribution by examining the relationship between business intelligence (BI) and organizational agility (OA) through a systematic literature review across multiple countries. The study focuses specifically on the Middle East and North Africa (MENA) region, which has received insufficient attention in previous research. Unlike previous studies that focus on isolated cases, this work combines bibliometric analysis with a structured review methodology. It provides a clear summary of how BI supports key outcomes such as innovation, dynamic capabilities, and competitive advantage

1. Introduction

The contemporary business environment is experiencing a marked acceleration, compelling organizations to swiftly adapt and respond to these changes to mitigate threats, ensure survival, and maintain market share amidst intensifying competition and emerging opportunities. This urgency has been accentuated by recent global crises, most notably the COVID-19 pandemic, underscoring organizations’ need to devise effective methods and tools for navigating such challenges and crises. Consequently, there is a growing inclination among companies to embrace organizational agility, which denotes an organization’s capacity to analyze and identify opportunities to enhance competitive advantages and financial performance while discerning and mitigating risks in a timely and flexible manner (Goldman et al., 1995; Worley et al., 2014; Barlette & Baillette, 2020; Felipe et al., 2020). The rapid pace of technological advancement has further compounded the volatility of the global market, prompting international companies to develop essential capabilities to sustain performance in dynamic environments (Reeves et al., 2015; Asseraf et al., 2019).
The literature underscores the significance of organizational agility as a critical capability for business success and sustainability. It enables organizations to effectively identify opportunities and market threats and adeptly respond in uncertain and complex business environments (Ludviga & Kalvina, 2023; Cho et al., 2023). Within the discourse on agility, “business intelligence” emerges as a primary and pivotal factor, facilitating organizations’ ability to sense threats, synthesize critical information, and effectively make strategic decisions (Skyrius & Valentukevičė, 2020).
“Business intelligence” (BI) is characterized as the process of filtering, analyzing, and processing raw data to derive valuable insights, which are then promptly delivered to relevant stakeholders to support flexible and adaptable business strategies (GhalichKhani & Hakkak, 2016; Ranjan & Foropon, 2021). Moreover, the literature suggests that the proliferation of BI has been driven by globalization, intensifying competition in emerging markets, and the rapid pace of technological progress, compelling companies to leverage information effectively to withstand competition and gain competitive advantages (Mbima & Tetteh, 2023; Nambisan et al., 2017).
Despite the considerable attention accorded to BI by leading organizations around the world, there remains a lack of research examining the relationship between BI and organizational agility, In different sectors particularly within the pharmaceutical manufacturing sector. This knowledge gap underscores the significance of the present research endeavor.
This study aimed to define organizational agility and business intelligence, examine the relationship between BI and organizational agility based on a comprehensive literature review, and assess the prevalence of studies about BI and organizational agility in many countries and in the MENA region. To achieve this objective, the research methodology employed adhered to Kitchenham’s systematic literature review (SLR) guidelines, ensuring methodological rigor and coherence. This approach entails a systematic sequence of methodological steps, including the formulation of a structured search strategy, establishment of clear inclusion and exclusion criteria, rigorous scrutiny of the selection process, assessment of study quality, and systematic data extraction and synthesis. By rigorously adhering to these guidelines, the study aimed to yield clear and comprehensive results, thereby enhancing the credibility and validity of the research outcomes.
This study contributes to the literature by systematically synthesizing the relationship between business intelligence (BI) and organizational agility (OA), with a special emphasis on the underexplored MENA region. Unlike prior fragmented studies, it combined bibliometric visualization with a focused SLR to provide a holistic understanding of how BI enhances OA through innovation, dynamic capabilities, and competitive advantage.
Therefore, the main research question was the following: to what extent does business intelligence affect enhancing organizational agility in organizations?

2. Theoretical Background

Organizations across various sectors have been increasingly focusing on business intelligence (BI) in response to escalating competitiveness within evolving and turbulent business environments. The literature reflects a growing recognition of BI as a dynamic capability crucial for companies seeking to navigate market complexities in various sectors and many countries, especially in the pharmaceutical manufacturing sector in the MENA region. Scholars have highlighted BI’s role in enabling organizations to seize market opportunities and facilitating informed decision-making and strategic adaptation amidst technological uncertainties.

2.1. Business Intelligence

Studies within various sectors, including finance, telecommunications, and retail, have emphasized the role of BI in enhancing organizational performance and competitiveness. Business intelligence includes systems, applications, and techniques designed to collect, organize, and analyze data to extract actionable insights about markets and customers amidst technological uncertainties to inform strategic decision-making, enhance value, and adapt to prevailing market conditions (Chen et al., 2012; Cheng et al., 2020; Božič & Dimovski, 2019; Hamad et al., 2021). Furthermore, BI facilitates the extraction of valuable information from raw data, enabling decision-makers to identify performance gaps, evaluate indicators, and derive real-time insights. Additionally, BI supports enterprise operations by aggregating data, integrating diverse data sources, and processing big data to inform strategic initiatives (Obidat et al., 2023).

2.1.1. Benefits of Business Intelligence

Adopting BI equips decision-makers to navigate complex environments with efficacy, speed, and agility, leading to increased revenue, cost reductions, and enhanced insights into internal operations (Llave, 2017). BI aids organizations in early problem identification, fostering greater organizational flexibility and enabling the delivery of unique products and services to outperform competitors, ensuring customer satisfaction and a competitive edge (Kiani Mavi & Standing, 2018; Gauzelin & Bentz, 2017). Additionally, BI analytics facilitate the identification and development of new markets and products, enabling informed decision-making that minimizes risks and enhances overall competitiveness (Zamba et al., 2018; Darwiesh et al., 2022).
From a theoretical view, BI is linked to the resource-based view (RBV) (Barney, 1991). RBV states that resources that are valuable, rare, hard to copy, and hard to replace—such as data and analytics—can give firms a long-term advantage. Some researchers also see BI as a dynamic capability (Teece et al., 1997). This means it helps firms update and adjust their skills and processes when the environment changes.

2.1.2. Challenges of Business Intelligence

Challenges surrounding adopting and implementing business intelligence have been widely documented in previous studies in the MENA region, transcending sector-specific contexts (Paradza & Daramola, 2021). Scholars have identified common hurdles, including data quality and processing issues, infrastructure inadequacies, cost complexities, and data security concerns (Ferreira et al., 2017). Additionally, studies have highlighted challenges specific to small businesses, such as technology management issues, skill shortages, and infrastructural inadequacies, which require assistance in order to safeguard sensitive information and ensure privacy (Ali et al., 2018). The insights from previous research underscore the importance of addressing these challenges to maximize the potential benefits of BI adoption across diverse organizational contexts.

2.2. Organization Agility

“Organizational agility” refers to a company’s adeptness in sensing and responding to changes, adapting internal operations to meet shifting demands, effectively navigating turbulent markets, and seizing innovative market opportunities (Dahms et al., 2023; Liu et al., 2018; Kurniawana & Hamsalb, 2019). It enables organizations to swiftly capitalize on opportunities amidst intense competition, deliver products and services faster and on a broader scale than competitors, and strategically respond to dynamic market conditions (Al-Omoush, 2021; Asgarnezhad Nouri & Mir Mousavi, 2020). Organizational agility entails the swift and adept detection, sensing, and response to opportunities and threats to maintain a competitive advantage and foster sustainability amidst market volatility (Nurcholis, 2021; Mrugalska & Ahmed, 2021). According to Wahyudi et al. (2023), “organizational agility is achieved” through response, competence, speed, and flexibility. It is considered a solution to ensure the sustainability and success of organizations in facing the wave of market turmoil and flexibly and rapidly responding to dynamic environments (Haider et al., 2021).

2.2.1. Benefits of Organizational Agility

Organizational agility is pivotal in enabling organizations to adapt to volatile environments. It empowers them to respond quickly and efficiently, which helps them thrive amidst uncertainty. Adaptability is one of the most important features of organizational agility (Walter, 2021; Jayampathi et al., 2022). It facilitates proactive responses to market needs, fostering innovation and competitive advantages (Qosasi et al., 2019; Hyun et al., 2023). Moreover, organizational agility drives cost reductions, minimizes waste, provides high-quality products, enhances customer experiences, and enables organizations to exploit opportunities and meet customer needs while effectively responding to market changes (Patel & Sambasivan, 2022; Wamba, 2022).
The theoretical foundation of organizational agility draws from several key theories. One of the most important is dynamic capabilities theory (Teece, 2007). According to Teece, dynamic capabilities help firms stay agile and flexible so they can respond to changes in the market. These capabilities allow organizations to adapt, reconfigure resources, and take advantage of new opportunities. Wilden et al. (2017) also argue that dynamic capabilities help firms align their internal processes with external demands. This alignment supports innovation, flexibility, and fast strategic responses. Contingency theory (Lawrence & Lorsch, 1967) also contributes to the understanding of organizational agility. It suggests that firms must match their actions to changes in the external environment. Another important view is that of complex adaptive systems, or CAS theory (Anderson, 1999). This theory sees organizations as flexible networks that can learn and self-organize in complex situations. From this perspective, agility is not a fixed set of skills. Instead, it is a dynamic and evolving ability shaped by learning and adaptation. Agility, therefore, involves more than acting quickly—it requires continuous development and the ability to reconfigure (Sambamurthy et al., 2003).

2.2.2. Challenges in Adopting and Implementing Organizational Agility

The challenges surrounding adopting and implementing organizational agility have been documented in the published literature, which reflect the complexities inherent in fostering agility across diverse organizational contexts. Scholars have “identified common challenges”, including transformation costs, uneven implementation, cultural resistance, and technological demands (Werder et al., 2021; Carvalho et al., 2017; Strode et al., 2022). The insights from prior research have emphasized the importance of addressing these challenges through strategic approaches, such as having a clear vision, effective communication, comprehensive training programs, and strategic resource allocation, to maximize the potential benefits of organizational agility adoption across diverse industry sectors (Börjesson & Mathiassen, 2005).

2.2.3. The Interplay Between Business Intelligence and Organizational Agility

Dynamic capabilities theory (Teece et al., 1997) states that a firm’s ability to gain and keep a competitive edge in fast-changing markets depends on how well it can sense opportunities and threats, act on them, and adjust its resources and processes. In this view, business intelligence (BI) supports dynamic capabilities by supplying the information needed for sensing, decision-making, and adaptation.
From the complex adaptive systems (CAS) perspective (Anderson, 1999), organizations are seen as flexible systems made up of many parts that interact and learn from their environment. In this context, BI plays a key role by helping organizations collect, process, and share data. This improves local decisions and helps the whole system respond to change.
As a result, BI supports important elements of organizational agility—such as responsiveness, speed, adaptability, and innovation. It acts as the organization’s information backbone, helping different parts react and adapt based on real-time data. In CAS terms, BI works like a nervous system, sending signals that help teams self-organize and evolve along with their environment

2.3. Research Focus and Scope

We extended the focus of this study beyond the confines of the pharmaceutical manufacturing sector in the MENA region to conduct a thorough investigation into the intricate relationship between business intelligence (BI) and organizational agility across diverse industries and geographical contexts. The aim was to provide a comprehensive analysis that transcends sector-specific nuances and regional particularities to offer a robust understanding of the dynamics of this interaction.
While recognizing the significance of prior research within the pharmaceutical sector, this study endeavored to generalize and extrapolate the findings to illuminate broader organizational landscapes within the MENA region. By examining a spectrum of industries encompassing technology, finance, healthcare, and retail, this research sought to discern the commonalities and variations in the adoption and impact of BI-driven agility across distinct sectors, as shown in Table 1.
Moreover, this study aimed to explore the organizational contexts in diverse global settings, including emerging markets, developed economies, and transitional economies. The research aimed to elucidate cross-cultural and cross-national insights through comparative analyses across varied geographic contexts, highlighting both universal principles and contextual nuances in the interplay between BI and organizational agility.
This expanded scope contributes to the scholarly discourse and yields practical implications for organizational leaders and practitioners across industries and regions. By synthesizing insights from diverse contexts, the study offers actionable recommendations and strategic insights to inform decision-making processes and facilitate performance enhancement on a global scale.

3. Research Methodology

In this study, a systematic literature review was conducted using the established methods from B. Kitchenham (2004) and B. A. Kitchenham et al. (2009), with additional insights from Llave (2017) and Mikalef et al. (2018). Following the PRISMA guidelines (Page et al., 2021), we outline the process of identifying, screening, and assessing the eligibility of articles in Figure 1. This enhances the transparency and replicability of our systematic review.
This protocol included the guidelines, procedures, and policies inspired by the Cochrane Handbook for Systematic Literature Reviews (Xiao & Watson, 2019). The systematic literature review (SLR) methodology employed in this study comprehensively explored the relationship between business intelligence (BI) and organizational resilience (OA) in various sectors and many countries, especially in the pharmaceutical manufacturing sector in the MENA region.

3.1. Protocol Development

The protocol development phase involved the creation of a detailed plan outlining the research methodology, criteria, and procedures. Drawing inspiration from the Cochrane Handbook for Systematic Literature Reviews (Xiao & Watson, 2019), this protocol served as a roadmap for conducting the review. The key components of the protocol included the following:
  • Research Question Definition: The research question was “what impact does BI have on OA?” It was used to guide the subsequent stages of the review process.
  • Inclusion and Exclusion Criteria: Criteria were established to determine the eligibility of studies for inclusion in the review, ensuring relevance to the research question.
  • Data Sources and Search Strategy: The protocol outlined the literature sources to be utilized and the strategy for conducting comprehensive searches to identify relevant studies.
  • Quality Assessment: The procedures for assessing the quality of the studies included evaluating the robustness and reliability of their evidence.
  • Data Extraction and Synthesis: Guidelines for extracting relevant data from the included studies and synthesizing findings were established to facilitate the analysis process.

3.2. Data Sources and Search Strategy

A literature review methodology was employed to identify relevant studies; this methodology used search terms that included Boolean operators to obtain comprehensive and accurate results. The search was conducted in leading academic databases, including Scopus. The primary keywords used in the search were “organizational agility“ and “business intelligence,” which were included in the document search box. Additional keywords such as “systems business intelligence,” “data mining,” “data warehouse,” and “business analytics”, were used. These keywords were applied to article titles, abstracts, and keywords to maximize the identification of relevant articles. After collecting the initial data, a manual search was conducted to avoid duplicate studies. This manual search, in addition to the automated search, ensured that no relevant studies were overlooked.

3.3. Selection and Exclusion Criteria

The selection and exclusion process plays a critical role in enhancing the accuracy, credibility, and reliability of the literature review. In this study, a systematic and structured approach was employed to identify and filter scholarly articles using clearly defined inclusion and exclusion criteria.
As detailed in Table 2, the selection process began by retrieving 784 studies that contained the relevant keywords. From this initial pool, 178 studies published between 2013 and 2023 were retained, while 606 studies published outside this time frame were excluded. To maintain methodological rigor, the review focused exclusively on peer-reviewed journal articles published in academic outlets indexed in the Scopus database and written in English, resulting in the inclusion of 118 studies. In contrast, 60 studies—including conference proceedings, books, theses, ongoing research, seminar papers, and articles published in languages other than English—were excluded from the final analysis. This systematic review primarily concentrated on exploring the interaction between business intelligence (BI) and organizational agility within the context of the MENA region. While a substantial body of publications exists in the literature on each of these domains individually, studies examining their intersection remain relatively limited. The clearly articulated inclusion and exclusion criteria enabled the execution of a focused and methodologically sound review, laying the groundwork for a deeper and more comprehensive understanding of how business intelligence supports and enhances organizational agility.

3.4. Quality Assessment

The quality assessment encompassed an evaluation of the credibility and significance of the research findings. Credibility was assessed to ascertain the thoroughness and clarity of the presented results. At the same time, significance was gauged based on the potential utility of the findings for organizations engaged in business intelligence and organizational agility endeavors.
During the assessment, duplicate articles were identified and eliminated. Consequently, the final number of approved studies for inclusion in the analysis was 108, after an additional ten were excluded for various reasons. Following the classification of the selected papers, the details pertinent to the research question were extracted. This meticulous approach ensured that the subsequent analysis was grounded in high-quality publications and in the relevant scholarly literature, thereby enhancing the robustness of the research findings.

3.5. Data Mining and Results

Figure 1 shows the process used to analyze the various studies to collect and classify the results. The initial step involved identifying and clarifying the main concepts in each study through the use of original terms.
A structured spreadsheet was prepared to facilitate systematic comparisons across the studies and transform the findings into overarching interpretations. The analytical process was structured around two primary areas of focus: business intelligence and organizational agility.
Additionally, in the preliminary investigation, we meticulously documented pertinent details such as study type (e.g., qualitative, quantitative, or case study), sample size, research tools employed (e.g., surveys, interviews, observations, etc.), and contextual factors influencing the study (e.g., industry, country, and company size). This comprehensive approach aimed to capture the multifaceted dimensions of the research landscape and provide a rich contextual backdrop for the subsequent analysis.
Furthermore, to ensure the consistency and reliability of the data extraction and classification process, we established a clear protocol and mutually agreed on the data extraction and publication classification results. Subsequently, the remaining corpus of 108 papers focusing on business intelligence and organizational agility underwent scrutiny and are presented in detail according to the predefined coding scheme. The relevant data were systematically extracted, analyzed, and synthesized to derive meaningful insights and facilitate the elucidation of key patterns and trends within the literature.
The coding was carried out deductively based on previous literature. The coding was performed by a single reviewer as follows:
  • “The Importance of Business Intelligence”;
  • “Definition of Business Intelligence”;
  • “Definition of Organizational Agility”;
  • “Dimensions of Organizational Agility”;
  • “Determinants of Organizational Agility”.
Other authors reviewed a sample of data and assessed whether the codes applied were consistent.

4. Discussion and Results

This section presents the findings of the systematic literature review (SLR) analysis, highlighting the relationship between business intelligence (BI) and organizational agility. Visualizing Scientific Landscapes (VOS viewer version 1.6.18) Analysis, a software tool for generating and visualizing bibliometric networks, was utilized to illustrate the interconnections between these variables. Figures depicting the publication trends over the years and the geographic distribution of the studies are shown below.
The results of this review showed that industrially advanced countries have a greater demand for studies related to (BI) and (OA), while there was a deficiency in adopting studies related to the two topics (BI) and (OA), with the exception of Jordan, which had the largest share of these studies, with 11 studies. It was also noted that there was a deficiency in research that studies the relationship between (BI) and (OA), especially in the pharmaceutical manufacturing sector.

4.1. Relationship Between Business Intelligence and Organizational Agility

After completing the quality assessment, we conducted a thorough analysis of the 108 articles using VOS Analysis to explore the relationships between the study variables. Figure 2 presents the VOS results, which illustrate the interconnected network of keywords between the studies on business intelligence (indicated in green) and organizational agility (shown in yellow), highlighting a direct relationship between business intelligence and its impact on organizational agility. Several keywords emerged as crucial links between the study variables: innovation, firm performance, and dynamic capabilities. We will further discuss these below.

4.1.1. Relationship Between Business Intelligence, Innovation, Competitive Advantage, Firm Performance, and Dynamic Capabilities

The analysis of the literature showed a conversant and dynamic relationship between business intelligence (BI) and various organizational outcomes such as innovation, competitive advantage, firm performance, and dynamic capabilities.
Business intelligence catalyzes innovation by providing organizations with valuable insights derived from data analysis (Eidizadeh et al., 2017). These insights enable organizations to identify market trends, anticipate customer needs, and develop innovative products and services that meet the evolving demands of the market (Ahmad et al., 2023). Moreover, BI facilitates decision-making processes by equipping decision-makers with timely, accurate information, thereby fostering a culture of innovation within organizations (Zoubi et al., 2023). Innovation, in turn, is crucial for organizational success and competitiveness, as it enables organizations to differentiate themselves from competitors and create value for customers (Nazari et al., 2022). By leveraging BI, organizations can identify emerging trends, explore new market opportunities, and develop innovative strategies to gain a competitive edge in the market (Yan et al., 2023).
Furthermore, BI plays a crucial role in enhancing firm performance by enabling organizations to make informed strategic decisions and optimize their operations (Khaddam et al., 2021). By leveraging BI tools and technologies, organizations can monitor and analyze performance metrics, identify areas for improvement, and enhance overall efficiency and effectiveness (Niwash et al., 2022). Dynamic capabilities, which refer to an organization’s ability to adapt and respond to changes in the external environment, are also influenced by BI. By leveraging BI, organizations can develop the necessary capabilities to anticipate market trends, identify emerging opportunities, and respond swiftly to changes in the business landscape (Yan et al., 2023). This enables organizations to build resilience and agility, enhancing their ability to thrive in dynamic and uncertain environments.
The relationship between BI, innovation, competitive advantage, firm performance, and dynamic capabilities is intricate and multifaceted. BI serves as a critical enabler for organizational success and competitiveness in today’s rapidly evolving business landscape.

4.1.2. Impact of Business Intelligence on Organizational Agility

Organizational agility has become increasingly vital for organizations, empowering them to sense external environments, predict market changes, and respond swiftly to emerging opportunities and threats (Hyun et al., 2023). However, the extent to which BI enhances OA depends on various factors, including data integration, organizational learning, and resilience.
Organizational agility is highly dependent on business intelligence, which can be achieved through data integration. By integrating data, organizations can gain valuable insights into their environment, activities, and decision-making processes. This, in turn, supports organizational learning and resilience. Therefore, organizations must develop and maintain effective business intelligence systems to stay competitive and adapt to the ever-changing data landscape (Skyrius & Valentukevičė, 2020).
While BI is often touted as a tool for improving organizational decision-making and efficiency, its effectiveness in enhancing OA can be influenced by several factors. Firstly, the integration of data is crucial for BI to meaningfully contribute to OA. However, many organizations struggle with data silos and disparate systems, which can hinder the seamless integration of data across departments and functions. This fragmentation of data can impede the organization’s ability to gain holistic insights and make informed decisions in a timely manner (Cheng et al., 2020). By leveraging BI capabilities, companies can strengthen their decision-making processes, respond proactively to competitors, and enhance organizational efficiency.
In today’s fast-paced, data-driven business landscape, organizations rely on BI to gain a competitive edge by effectively identifying and responding to market dynamics.
Furthermore, while BI provides organizations with access to comprehensive information and insights, the ability to translate these insights into actionable strategies and initiatives is equally important for enhancing OA. Organizations may face challenges in effectively translating data-driven insights into tangible actions due to factors such as organizational inertia, resistance to change, or a lack of alignment between BI initiatives and strategic objectives (Park et al., 2017). BI systems extract precise and timely information from accumulated data, enabling decision-makers to make accurate and timely decisions that are essential for OA (Shen et al., 2017). Moreover, organizational agility significantly impacts business success, as it enables organizations to adapt quickly to changes, make better decisions, and foster innovation (Khan et al., 2022). By integrating BI, organizations can leverage advanced solutions for processing information quickly and achieve a competitive advantage in uncertain environments.
The essence of OA lies in dealing with changes in the business environment and promptly adapting to them. BI facilitates this process by collecting, analyzing, and processing data, ultimately guiding decision-making and enhancing organizational performance (Knabke & Olbrich, 2018). Moreover, the reliance on BI for decision-making can sometimes lead to over-reliance on data-driven approaches, potentially stifling organizational creativity and innovation. In highly data-driven environments, there may be a tendency to prioritize quantifiable metrics and short-term outcomes over more qualitative factors or long-term strategic goals, which can limit the organization’s ability to innovate and adapt to emerging trends and disruptions (Knabke & Olbrich, 2018). Integration and interdependence between BI and OA can propel organizations to the forefront of competitive markets, enabling them to navigate complexities effectively.
Additionally, while BI enables organizations to effectively identify and respond to market dynamics, there is a risk of information overload and analysis paralysis. Organizations may struggle to filter through vast amounts of data and prioritize relevant insights, leading to decision-making delays or suboptimal choices. Moreover, the rapid pace of technological advancements and the ever-changing nature of markets can challenge organizations to keep their BI systems up to date and relevant (Shen et al., 2017). In summary, while BI plays a crucial role in enhancing organizational decision- making and efficiency, its impact on OA depends on the extent to which organizations leverage BI capabilities to adapt to changing environments and foster innovation.

4.2. Studies Related to Business Intelligence and Organizational Agility in the Middle East and North Africa (MENA)

After completing a systematic literature review (SLR) using the Scopus database, a total of 108 articles were identified and assessed for quality. Figure 3 illustrates the distribution of these studies across 34 countries, including the countries with the highest interest in business intelligence and organizational resilience, as well as those in the Middle East and North Africa (MENA) region. Jordan emerged as the most prominent contributor in the MENA region, with eleven studies identified, followed by Iran, with four. Egypt, Turkey, and Cyprus each contributed three studies, while Iraq contributed two. Qatar, Saudi Arabia, Tunisia, and Morocco each contributed one study, collectively representing 27.7% of the total. These findings underscore the relatively limited research activity in the MENA region regarding the intersection of business intelligence and organizational resilience. The proliferation of studies in Jordan and other MENA countries highlights the growing interest in the importance of business intelligence and open access in the region’s academic and business communities. However, the relatively low number of studies indicates the need for further research to explore and clarify the dynamics of business intelligence and open access in the unique socioeconomic contexts of the MENA region. This study contributes to filling this gap by directly investigating the relationship between business intelligence and open access in Jordan and the broader MENA region and offers recommendations for future studies and practical applications.

4.3. Distribution of the Studies by Year

The distribution of studies over time offers valuable insights into the evolving interest and research trends in business intelligence (BI) and organizational agility (OA). Figure 4 visually represents this trend by categorizing the studies based on their publication year, providing a comprehensive overview of the temporal dynamics within the field.
As depicted in Figure 4, there is a discernible upward trajectory in the publication of articles on BI and OA, indicating a growing recognition of their significance among scholars, researchers, and practitioners alike. Particularly noteworthy is the surge in publications observed between 2022 and the first half of 2023, when 42 articles about BI and OA were published. This period accounts for a substantial portion, constituting 39% of the 108 articles included in the systematic literature review.
The notable increase in scholarly output during this period underscores the heightened interest and engagement with BI- and OA-related topics, reflecting a concerted effort to explore and understand the intricacies of these domains. This surge may be attributed to various factors, including advancements in technology, shifts in market dynamics, and a growing recognition of the pivotal role played by BI and OA in driving organizational success in today’s rapidly evolving business landscape.
Furthermore, the sustained growth in publications over the years underscores BI and OA’s enduring relevance and significance as research areas of interest. This trend is indicative of a broader acknowledgment within the academic and business communities of the critical role played by BI and OA in enhancing organizational performance, fostering innovation, and enabling strategic decision-making.
Moving forward, continued research and scholarship in BI and OA are essential to further elucidate their underlying mechanisms, explore emerging trends, and identify opportunities for practical application. By staying abreast of evolving research trends and leveraging the insights gained from empirical studies, organizations can effectively harness the power of BI and OA to drive sustainable growth and competitive advantage in today’s dynamic business environment.

5. Conclusions

This study contributes to our understanding of the intricate relationship between business intelligence (BI) and organizational agility (OA). The comprehensive analysis revealed that BI serves as a cornerstone for organizational success, facilitating informed decision-making and strategic planning. By efficiently collecting, analyzing, and transforming data into actionable insights, BI empowers organizations to navigate the complexities of the business landscape with insight and foresight. BI is more than a set of technological tools. It is an analytical infrastructure that helps build and manage dynamic capabilities, allowing organizations to act with agility in changing environments. BI systems support not only data processing but also sensing and strategic decision-making (Elbashir et al., 2008).
BI tools give individuals, such as teams, departments, and managers, access to real-time, relevant information. This supports the CAS view, where local actions influence broader organizational outcomes. When people use BI insights to make decisions, the organization becomes better at spotting changes, shifting resources, and creating new solutions. Firms that use BI well can respond to change more effectively and improve their overall agility.
Organizational agility has emerged as a fundamental driver of success in today’s dynamic business environment. It enables organizations to swiftly and effectively sense, respond, and adapt to changes. This agility equips companies with the resilience and flexibility to thrive amidst uncertainty and capitalize on emerging opportunities. The symbiotic relationship between BI and OA can yield manifold advantages, including improved performance, enhanced customer satisfaction, and market differentiation.
Organizational agility is a key factor for success in today’s fast-changing business world. It helps firms quickly sense, respond to, and adapt to change. Agile organizations are more resilient and flexible, which allows them to handle uncertainty and take advantage of new opportunities. The relationship between business intelligence (BI) and organizational agility (OA) can lead to many benefits such as better performance, higher customer satisfaction, and stronger market position.
According to dynamic capabilities theory (Teece et al., 1997), firms gain agility by being able to sense threats and opportunities, take action, and reshape their resources. BI supports this process by providing data and insights that improve decision-making and help firms adapt quickly. In this way, BI becomes a key enabler of dynamic capabilities that help maintain a competitive edge.
From the perspective of complex adaptive systems (CAS) theory (Anderson, 1999), organizations are seen as systems made up of many agents who interact and make decisions. These local actions can lead to broader, system-wide outcomes. BI supports this dynamic by giving different parts of the organization access to shared information. This helps teams make decisions on their own, encourages learning, and improves the organization’s ability to adapt—all of which are central to agility.
By combining these two views, the study shows that BI is more than just a technical tool. It is a strategic resource that helps firms act with agility and evolve in complex environments.

5.1. Practical Implications

The findings of this study hold significant practical implications for organizations operating. Firstly, organizations can leverage the insights from the symbiotic relationship between business intelligence (BI) and organizational agility (OA) to inform strategic decision-making and enhance operational efficiency. By investing in BI infrastructure and capabilities, organizations can gain a competitive edge by leveraging data-driven insights to optimize resource allocation, identify market opportunities, and mitigate risks.
Furthermore, fostering a culture of organizational agility can enable companies to respond effectively to market changes and disruptions, thereby enhancing resilience and adaptability. Organizations can prioritize investments in agile processes, cross-functional collaboration, and employee empowerment to cultivate a nimble and responsive organizational culture.
Moreover, organizations can capitalize on integrating BI and OA to drive innovation and differentiation. Organizations can develop innovative products and services that meet evolving market demands by leveraging BI insights to identify emerging trends, customer preferences, and competitive dynamics. Additionally, by embedding agility into their innovation processes, organizations can accelerate the time to market and gain a competitive advantage in the industry. Overall, the practical implications of this study underscore the importance of integrating BI and OA strategies to enhance organizational performance, competitiveness, and innovation within the various sectors.

5.2. Limitations and Future Research

Based on our review, we propose a conceptual model for future empirical research (Figure 2). This model suggests that BI fosters dynamic capabilities and innovation, which in turn enhances OA and organizational performance. Testing this model across sectors and regions could significantly advance the field.
Furthermore, this study is expected to provide clearer insights that enable decision-makers to make more effective and informed decisions, anticipate market and demand trends, and enhance their ability to adapt and respond to the dynamic external environment
Despite this paper’s contribution to understanding the impact of business intelligence on organizational agility, which encompassed data from 34 countries, including those from the Middle East, the broad geographical scope may affect the generalizability of the findings. This is due to potential sample bias, as technological and economic development levels can vary significantly between developing and industrially advanced nations.
Given the growing need for data-informed decisions in uncertain markets, this article provides useful insights and practical guidance for researchers and professionals interested in using BI to strengthen organizational agility.
Therefore, this study recommends that future research analyze data from developing countries separately from industrially advanced ones. This recommendation underscores the importance of focusing specifically on developing countries, given the scarcity of in-depth studies concerning them compared to developed industrial nations, representing a research gap that warrants further exploration
Furthermore, the review process revealed several potential factors that might influence the relationship between business intelligence and organizational agility. Among these factors, innovation, dynamic capabilities, and big data analytics capabilities are prominent. Therefore, this study recommends that future research investigate the mediating role of these factors between business intelligence and organizational agility, aiming to ascertain their impact on strengthening this relationship.
Longitudinal studies should be given priority in future research endeavors pertaining to business intelligence (BI) and organizational agility (OA) in the pharmaceutical sector of the Middle East and North Africa (MENA) region in order to determine the long-term effects of combining BI and OA on organizational performance. Furthermore, by performing comparison assessments across a range of businesses, sector-specific opportunities and obstacles can be clarified, resulting in customized implementation strategies for BI and OA. Case studies and interviews are two examples of qualitative research approaches that can provide insightful information on the organizational dynamics and contextual elements that affect the efficacy of BI and OA. Based on their exploration of organizational experiences, obstacles, and success factors, researchers can provide practical advice to businesses in the MENA region that are looking to enhance their performance, competitiveness, and innovation skills through BI and OA initiatives.

Author Contributions

Methodology, L.M.; software, L.M.; data curation, L.M.; writing—original draft, L.M.; writing—review and editing, L.M.; supervision, R.S. and J.L.T.J. All authors have read and agreed to the published version of the manuscript.

Funding

This research received no external funding.

Institutional Review Board Statement

Not applicable.

Informed Consent Statement

Not applicable.

Data Availability Statement

Data are available from the corresponding author.

Conflicts of Interest

The authors declare no conflicts of interest.

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Figure 1. Stages of the study selection process.
Figure 1. Stages of the study selection process.
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Figure 2. Keyword associations between studies using VOS Viewer.
Figure 2. Keyword associations between studies using VOS Viewer.
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Figure 3. Results: number of articles published by country.
Figure 3. Results: number of articles published by country.
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Figure 4. Number of articles published by year.
Figure 4. Number of articles published by year.
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Table 1. Studies analyzed in comparative analysis.
Table 1. Studies analyzed in comparative analysis.
StudyCountrySectorBI ToolKey OutcomeOA Dimension
Awwad et al. (2022)JordanITBI systemsPerformanceFlexibility
Obidat et al. (2023)JordanManufacturingData warehousingSupply chain agilityResponsiveness
Table 2. Inclusion and exclusion criteria.
Table 2. Inclusion and exclusion criteria.
CriteriaInclusionExclusion
Publication typeResearch papers published in reputable academic journalsConference proceedings, books, dissertations, ongoing research, seminars,
Temporal scopeArticles published between 2013 and 2023Articles published before 2013
Study focusStudies investigating the impact of business intelligence (BI) on organizational agility (OA)Studies that did not focus on BI’s impact on OA
LanguageArticles written in EnglishArticles written in a language other than English
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Malawani, L.; Sanguinoa, R.; Tato Jiménez, J.L. A Systematic Literature Review on the Impact of Business Intelligence on Organization Agility. Adm. Sci. 2025, 15, 250. https://doi.org/10.3390/admsci15070250

AMA Style

Malawani L, Sanguinoa R, Tato Jiménez JL. A Systematic Literature Review on the Impact of Business Intelligence on Organization Agility. Administrative Sciences. 2025; 15(7):250. https://doi.org/10.3390/admsci15070250

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Malawani, Luay, Ramón Sanguinoa, and Juan Luis Tato Jiménez. 2025. "A Systematic Literature Review on the Impact of Business Intelligence on Organization Agility" Administrative Sciences 15, no. 7: 250. https://doi.org/10.3390/admsci15070250

APA Style

Malawani, L., Sanguinoa, R., & Tato Jiménez, J. L. (2025). A Systematic Literature Review on the Impact of Business Intelligence on Organization Agility. Administrative Sciences, 15(7), 250. https://doi.org/10.3390/admsci15070250

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