Modeling and Empirical Evaluation of the Impact of Business Intelligence on Strategic Behavior in the High-Technology Sector

This chapter examines how business intelligence shapes organizational strategic behavior through integrated processes of information monitoring, protection, and strategic influence. Drawing on the Miles and Snow (1978) typology, it proposes a conceptual and empirical model demonstrating how business intelligence contributes to the development of reactor, analyzer, prospector, and defender behaviors by strengthening anticipation, organizational learning, and strategic coherence. Beyond recent theoretical developments on the cognitive and organizational mechanisms through which information is transformed into strategic action, the chapter incorporates an empirical study validating the positive influence of business intelligence on each strategic profile. The four hypotheses linking business intelligence to different strategic behaviors are tested and discussed, providing a solid foundation for future research aiming to deepen the understanding of these relationships across diverse organizational contexts..