## 4 Discussion
\begin{table}
\begin{tabular}{c c c c c c} \hline \hline
**In Agreement** & **Level of Control/ Position** & \begin{tabular}{c} **Strategic Level** \\ **Reviews** \\ \end{tabular} & \begin{tabular}{c} **Tactical Level** \\ **Reviews** \\ \end{tabular} & \begin{tabular}{c} **Operational** \\ **Level Reviews** \\ \end{tabular} & \begin{tabular}{c} **Total Number of** \\ **Reports Examined** \\ \end{tabular} \\ \hline \multirow{4}{*}{YES} & \begin{tabular}{c} Chief Executive Officer \\ Director of Business \\ Management (Doctor) \\ \end{tabular} & 77 & 137 & 519 & 733 \\  & \begin{tabular}{c} Director of Business \\ Management (Doctor) \\ \end{tabular} & 21 & 85 & 476 & 582 \\  & \begin{tabular}{c} General Manager \\ \end{tabular} & 1 & 20 & 42 & 63 \\ \hline \multirow{4}{*}{NO} & \begin{tabular}{c} Director of Business \\ Management (Finance) \\ Director of Business \\ Management \\ \end{tabular} & 0 & 5 & 70 & 75 \\  & \begin{tabular}{c} Director of Business \\ Management \\ \end{tabular} & 0 & 20 & 33 & 53 \\  & \begin{tabular}{c} Outpatient Center Manager \\ Managers of Nursing \\ Services \\ \end{tabular} & 0 & 24 & 26 & 50 \\  & \begin{tabular}{c} Managers of Nursing \\ Services \\ \end{tabular} & 0 & 16 & 4 & 20 \\  & \begin{tabular}{c} Medical Center Manager \\ \end{tabular} & 0 & 6 & 10 & 16 \\ \hline \multirow{4}{*}{NO} & \
\begin{tabular}{c} Hospital Service Managers \\ General Manager \\ Accounting \\ \end{tabular} & 0 & 2 & 0 & 2 \\ \cline{1-1}  &
\begin{tabular}{c} Total: \\ \end{tabular} & 0 & 1 & 0 & 1 \\ \hline \hline \end{tabular}
\end{table} 
Table 5: Number of reports examined with respect to positions. analytical operations. In a rapidly changing environment, i.e., one with growing amounts of data, it is vital to perform analytical operations using BI tools and BI dashboards [47; 73]. [PERSON] and [PERSON] approached BI from two perspectives: process and technological. They clarified BI as an analytical process that shapes acquired data into decisions [47]. In this way, strategic goals need to be adapted to enable the business to survive in a competitive environment. As their second approach, they claimed that BI was a cluster of technological concepts, such as text mining and online analytical processing (OLAP), and that BI tools store data about analytical operations. [PERSON] identified BI as applications that are capable of providing the desired information to the required site within an appropriate time [74]. The significance of the decision-making process is apparent, as every organization encounters a dynamic environment shaped by the nature of business competition [47]. As this technology-dependent process determines the survival of organizations, various kinds of research have discussed thriving BI systems and the benefits of BI tools. [PERSON] determined the significance of BI by using a survey of information technology (IT) managers by the Gartner Company, and pointed out that BI investment is acknowledged as the most important and privileged IT investment [74]. [PERSON] and [PERSON] discussed the complexity of benefit evaluation in BI tools, as BI tools provide mainly intangible benefits that are not directly visible through cost analysis. They summarized the intangible benefits under five topics: operational, managerial, strategic, IT infrastructure and organizational [75]. The terms of strategic, tactical and operational decision-making have been set out here, and it has been determined that these levels are relevant to BI tools. In this study, using log file mining, the number of reports at strategic, tactical and operational levels were identified. The concept of mining knowledge from a log file is not a new idea [54; 76], but mining knowledge elements from a log file is a new idea, presented herein. The interviews demonstrated that the data needed for this study were included within log files. Consequently, the BI tool log file was used as the data source.