The business intelligence (BI) has been often touted as a game-changer especially during the pandemic crisis. Although most managers are familiar with BI and agree that, it should be operationalized across their organizations. The BI is not well assimilated throughout adopting organizations. Rooted in institutional and upper echelon theories, this study proposes a theoretical model aimed toward explaining BI assimilation. We surveyed 174 respondents occupying leadership positions from174 auto-components manufacturing firms in India to gather data. The findings suggest that normative and mimetic (but not coercive) factors significantly influence top leader’s commitment to the BI initiatives. We found that the commitment of the top leaders influences the assimilation of BI via acceptance and routinization. Our study is an attempt to address the previous research calls related to BI assimilation. The findings of the study inform the information management scholars via theory-based research on phenomena related to post-adoption BI diffusion during a pandemic crisis. Practitioners can utilize the results of our study to design their policies that help assimilate BI such that forecasted benefits can be fully realized during an uncertain time.

商业智能（BI）通常被吹捧为改变游戏规则的人，特别是在大流行危机期间。尽管大多数经理熟悉BI并同意，但应该在整个组织中对其进行操作。BI在整个采用组织中都没有很好地被吸收。这项研究源于制度和上层梯队理论，提出了一个旨在解释BI同化的理论模型。我们对印度174家汽车零部件制造公司中担任领导职务的174名受访者进行了调查，以收集数据。研究结果表明，规范性因素和模仿性因素（但不是强制性因素）会极大影响高层领导对BI计划的承诺。我们发现，高层领导者的承诺会通过接受和常规化来影响BI的同化。我们的研究试图解决与BI同化相关的先前研究要求。该研究的结果通过基于理论的研究，对与大流行危机期间采用后BI扩散有关的现象提供了信息管理学者的信息。从业人员可以利用我们的研究结果来设计有助于吸收BI的政策，以便在不确定的时间内完全实现预期的收益。