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Asia is one of the most important economic regions of the world. The Kra Canal is considered as a potential maritime transportation node in global trade. Indeed, for centuries, a canal across the Kra isthmus in Thailand has been proposed as holding significant economic and logistical benefits through goods transfer and exchange, yet it remains unconstructed. Common tools in feasibility studies are PESTELE and SWOT analyses, which incorporate cost-benefit and value analyses. The purpose of this paper is to assess the feasibility of the Kra Canal using approaches to complement existing studies.

In this paper, we combine quantitative and qualitative methodologies to holistically assess the feasibility of the Kra Canal. Quantitatively, we consider the economic feasibility of the canal using Net Present Value to evaluate its potential financial benefits. Qualitatively, we then present expert perspectives gathered from in-depth interviews with field experts (n = 20) to identify key aspects of complexity related to the economic, political and overall feasibility of the canal.

We discuss the possibility of the canal’s construction and describe possible future impacts the canal could have on the region geopolitically, for example, in its role in China’s One Belt One Road initiative and also in how Singapore and Tanjung Pelapas in Malaysia might react. Ultimately, we find significant complexities with the Kra Canal project, ones which anyone contemplating its construction would, we argue, be wise to consider.

This paper combined qualitative and quantitative methods to explore the economic, political and overall feasibility of the Kra Canal. The methodologies and findings supplement past relevant studies and help evaluate the economic, political and overall feasibility of the Kra Canal’s investment project. This is particularly timely considering its potential ability as a route given recent geopolitical events and, for example, as part of China’s Belt and Road initiative and its ability to reduce carbon and sulphur emissions.

The business intelligence (BI) research witnessed a proliferation of contributions during the past three decades, yet the knowledge about the interdependencies between the BI process and organizational context is scant. This has resulted in a proliferation of fragmented literature duplicating identical endeavors. Although such pluralism expands the understanding of the idiosyncrasies of BI conceptualizations, attributes and characteristics, it cannot cumulate existing contributions to better advance the BI body of knowledge. In response, this study aims to provide an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones.

This paper reviews 120 articles spanning the course of 35 years of research on BI process, antecedents and outcomes published in top tier ABS ranked journals.

Building on a process framework, this review identifies major patterns and contradictions across eight dimensions, namely, environmental antecedents; organizational antecedents; managerial and individual antecedents; BI process; strategic outcomes; firm performance outcomes; decision-making; and organizational intelligence. Finally, the review pinpoints to gaps in linkages across the BI process, its antecedents and outcomes for future researchers to build upon.

This review carries some implications for practitioners and particularly the role they ought to play should they seek actionable intelligence as an outcome of the BI process. Across the studies this review examined, managerial reluctance to open their intelligence practices to close examination was omnipresent. Although their apathy is understandable, due to their frustration regarding the lack of measurability of intelligence constructs, managers manifestly share a significant amount of responsibility in turning out explorative and descriptive studies partly due to their defensive managerial participation. Interestingly, managers would rather keep an ineffective BI unit confidential than open it for assessment in fear of competition or bad publicity. Therefore, this review highlights the value open participation of managers in longitudinal studies could bring to the BI research and by extent the new open intelligence culture across their organizations where knowledge is overt, intelligence is participative, not selective and where double loop learning alongside scholars is continuous. Their commitment to open participation and longitudinal studies will help generate new research that better integrates the BI process within its context and fosters new measures for intelligence performance.

This study provides an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones. By so doing, the developed framework sets the ground for scholars to further develop insights within each dimension and across their interrelationships.