Driving organizational performance: the impact of business intelligence, agility and creativity

Purpose Drawing on the resource-based view (RBV) and dynamic capabilities (DC), this study aims to empirically examine a theoretical model that connects business intelligence (BI), organizational agility, creativity, and performance. Specifically, this study proposes a serial mediation model of organizational agility and creativity associating BI and organizational performance (OP). Design/methodology/approach An empirical survey collected data from 195 senior managers working in various sectors in the United Arab Emirates (UAE). Multiple regression analysis and 5,000 bootstrap samples tested the research hypotheses. Findings The findings of this empirical study reveal that the total effect of BI is largely explained by the indirect pathways, particularly the one involving creativity. Furthermore, the absence of a direct relationship between organizational agility and performance strengthens the serial mediation model by suggesting that agility's primary value lies in enabling creativity, rather than directly driving performance. Practical implications This study identifies key mechanisms that indirectly link BI and OP through agility and creativity, providing clear practical recommendations for enhancing organizational competitiveness. By focusing on the UAE, a country with highly advanced digital infrastructure, the study offers valuable contextual insights into the adoption of BI and its strategic outcomes in a digitally mature economy. Originality/value While the relationship between BI and OP has been extensively explored in previous research, the mechanisms through which BI impacts OP require further investigation. This study advances theoretical understanding of performance management by identifying the mechanisms through which BI capabilities translate into performance outcomes, thereby extending RBV and DC literature in digitally transforming environments.