The AIR Professional File
Spring 2020, Article 149 

Community College Business Intelligence: A Case Study at Lone Star College–Tomball Campus on a Business Intelligence Approach to Community College Challenge

Leezet Llorance  

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The purpose of this research study was to explore the process, implementation, and impact of a business intelligence (BI) strategic system at Lone Star College–Tomball Campus (LSC-T), Texas, to determine the effectiveness of BI on community college decision-making.1 This research study (a) explored the process of implementing a new BI strategic system model at LSC-T, (b) evaluated the value of that system, and (c) gauged the impact of the new model on the college faculty and staff. The significance of this research study is the evaluation of the effect of BI on LSC-T’s decision-making processes.

The design of this research is an intrinsic case study. Three instruments were used to gather data for this study: (a) interviews, (b) review and analysis of secondary or existing data, and (c) observational fieldwork. A significant outcome of the LSC-T effort was a 10.02% growth in contact hours over five consecutive semesters. A surprise in this exploration was the blending of David Cooperrider’s appreciative inquiry process with the inquiry framework defined by Priyadarshini Chaplot, Kathy Booth, and Rob Johnstone to establish an appreciative inquiry framework.

A recommendation for further research on a BI strategic implementation would be the effect of using the blended appreciative inquiry framework with a commitment to a project planning methodology.

Keywords: community college, business intelligence, appreciative inquiry framework, business intelligence strategic system, Lonestar College-Tomball

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Leezet Llorance, Houston Community College


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