You are presented with multiple paper abstracts, alongside the associated literature review and chapter titles. Given the provided information, you are going to do a literature review. Please generate a coherent literature review that synthesizes the content, draws connections between different works, highlights major findings, and identifies any gaps in the existing research.

Literature Review Title: Successful business intelligence implementation: a systematic literature review 
Chapter Title:  User participation 
1. Abstract of Cited Paper (BIB001):  The IT implementation literature suggests that various implementation factors play critical roles in the success of an information system; however, there is little empirical research about the implementation of data warehousing projects. Data warehousing has unique characteristics that may impact the importance of factors that apply to it. In this study, a cross-sectional survey investigated a model of data warehousing success. Data warehousing managers and data suppliers from 111 organizations completed paired mail questionnaires on implementation factors and the success of the warehouse. The results from a Partial Least Squares analysis of the data identified significant relationships between the system quality and data quality factors and perceived net benefits. It was found that management support and resources help to address organizational issues that arise during warehouse implementations; resources, user participation, and highly-skilled project team members increase the likelihood that warehousing projects will finish on-time, on-budget, with the right functionality; and diverse, unstandardized source systems and poor development technology will increase the technical issues that project teams must overcome. The implementation's success with organizational and project issues, in turn, influence the system quality of the data warehouse; however, data quality is best explained by factors not included in the research model. 
2. Abstract of Cited Paper (BIB002):  Senior executives continue to be concerned about factors influencing the business effect of information technology (IT). Prior research has argued that business-IT strategic alignment facilitates business effect of IT and that contextual factors affect business-IT alignment. However, the role of knowledge considerations in the relationship between contextual factors and alignment, and the role of IT projects in the relationship between alignment and business effects of IT, have not been explicitly examined. Therefore, this paper pursues the following two research questions: (1) Based on knowledge considerations, how do planning behaviors (specifically, IT managers' participation in business planning and business managers' participation in IT planning) and top management knowledge of IT mediate the effects of two contextual factors-organizational emphasis on knowledge management and centralization of IT decisions-on business-IT strategic alignment? (2) How do aspects of IT projects (specifically, quality of IT project planning and implementation problems in IT projects) mediate the relationship between business-IT strategic alignment and business effects of IT? ::: ::: Results from a survey of 274 senior information officers indicate that organizational emphasis on knowledge management and centralization of IT decisions affect top managers' knowledge of IT, which facilitates business managers' participation in strategic IT planning and IT managers' participation in business planning, and both of these planning behaviors affect business-IT strategic alignment. Moreover, the results indicate that quality of IT project planning and implementation problems in IT projects mediate the relationship between business-IT strategic alignment and business effect of IT. These findings highlight the importance of considering the planning and implementation of IT projects when examining the effects of business-IT strategic alignment, and highlight the importance of considering shared domain knowledge (i.e., top managers' knowledge of IT) and planning behaviors when examining the effects of contextual factors on business-IT strategic alignment. Managers can use these results to develop more comprehensive action plans for achieving greater business-IT strategic alignment, and for translating alignment into enhanced IT effects on business performance. 
3. Abstract of Cited Paper (BIB003):  Data warehousing is an important area of practice and research, yet few studies have assessed its practices in general and critical success factors in particular. Although plenty of guidelines for implementation exist, few have been subjected to empirical testing. Furthermore, no model is available for comparing and evaluating the various claims made in different studies. In order to better understand the critical success factors and their effects on data warehousing success, a research model is developed in this paper. This model is useful for comparing findings across studies and for selecting variables for future research. The model is tested using data collected from a cross sectional survey of data warehousing professionals. Partial Least Square (PLS) is used to validate the structural relations identified in the model. The resulting model has three groups of success factors. Technical factor is found to positively influence information quality, whereas both operational and economic factors have a po... 
4. Abstract of Cited Paper (BIB004):  The implementation of a business intelligence (BI) system is a complex undertaking requiring considerable resources. Yet there is a limited authoritative set of critical success factors (CSFs) for management reference because the BI market has been driven mainly by the IT industry and vendors. This research seeks to bridge the gap that exists between academia and practitioners by investigating the CSFs influencing BI systems success. The study followed a two-stage qualitative approach. Firstly, the authors utilised the Delphi method to conduct three rounds of studies. The study develops a CSFs framework crucial for BI systems implementation. Next, the framework and the associated CSFs are delineated through a series of case studies. The empirical findings substantiate the construct and applicability of the framework. More significantly, the research further reveals that those organisations which address the CSFs from a business orientation approach will be more likely to achieve better results. 
5. Abstract of Cited Paper (BIB005):  The specifics of business intelligence systems compared to operational IS motivate the necessity to research the business intelligence systems acceptance determinants separately. The authors followed an exploratory approach in order to conceptualize a business intelligence acceptance model. Their findings show that in the Business Intelligence Systems context, there is a significant emphasis on organizational factors, such as result demonstrability, social influence, and facilitating conditions with sufficient resources that help build an adequate information culture all substantially influencing the effective acceptance of business intelligence systems. 
6. Abstract of Cited Paper (BIB006):  This paper depicts the effect of Critical Success Factors (CSFs) on business intelligence (BI) system implementations in Malaysian context by applying a Delphi study. The results of this study provides insight to the most important CSFS which assist the Malaysian public sector organizations to organize their resources through understanding those CSFs that are most likely to have an impact upon the implementation of the BI system. The modified Delphi study was selected to conduct this study. Result of first round of Delphi study revealed that the user access is insignificant factor for the success of BI system implementation. Moreover, overall finding of Delphi study highlighted the continuous management support, scalable and flexible system, BI team skill, resource allocation, organization culture, and coordination between IT and business units as most important CSFs for implementation of BI system. 
7. Abstract of Cited Paper (BIB007):  This paper focuses on the process of maximizing the benefits from a business intelligence (BI) application. A general theoretical framework of analysis is formulated based on previous research into organizational deep structure and inertia. Our framework is applied to a case study of a U.K. retail bank which used an existing customer profitability BI application to transform its marketing strategy. We find that an organization’s ability to extract strategic BI benefits is influenced by its deep structure (core beliefs, organizational structures, control systems and distribution of power) and also by its ability to overcome the effects of the multiple inertia sources that the deep structure generates. Organizations should therefore carefully consider the effects of multidimensional organizational inertia and aim to manage inertia sources in respect to information from BI applications when links that embed the BI into an organization as a whole are developed and maintained. We also present generally applicable insights into enhancing the delivery of informative long-term BI decision support for organizations. 
8. Abstract of Cited Paper (BIB008):  New progressive technologies recorded growth in every area. Information-communication technologies facilitate the exchange of information and it facilitates management of everyday activities in enterprises. Specific modules (such as Business Intelligence) facilitate decision-making. Several studies have demonstrated the positive impact of Business Intelligence to decision-making. The first step is to put in place the enterprise. The implementation process is influenced by many factors. This article discusses the issue of key success factors affecting to successful implementation of Business Intelligence. The article describes the key success factors for successful implementation and use of Business Intelligence based on multiple studies. The main objective of this study is to verify the effects and dependence of selected factors and proposes a model of key success factors for successful implementation of Business Intelligence. Key success factors and the proposed model are studied in Slovak enterprises. 
9. Abstract of Cited Paper (BIB009):  Extant studies suggest implementing a business intelligence BI system is a costly, resource-intensive and complex undertaking. Literature draws attention to the critical success factors CSFs for implementation of BI systems. Leveraging case studies of seven large organizations and blending them with Yeoh and Koronios's 2010 BI CSFs framework, our empirical study gives evidence to support this notion of CSFs and provides better contextual understanding of the CSFs in BI implementation domain. Cross-case analysis suggests that organizational factors play the most crucial role in determining the success of a BI system implementation. Hence, BI stakeholders should prioritize on the organizational dimension ahead of other factors. Our findings allow BI stakeholders to holistically understand the CSFs and the associated contextual issues that impact on implementation of BI systems. 
10. Abstract of Cited Paper (BIB010):  Though many organizations have turned to developing and using business intelligence systems, not all have been successful in implementing such systems. These systems have social-technical dimensions with many elements and are very complicated. Numerous studies have been carried out on implementation and employment of business intelligence, but in the past studies only specific aspects and dimensions have been addressed. The aim of this study is to identify key factors in the implementation process of business intelligence in the Iranian banking industry. The present research is objectively applied as a survey study in implementation strategy. Also it is a descriptive study in terms of the research plan and data collection where two documentary and field study methods have been used for collecting data. The statistical population of this study comprises experts and professionals in information technology who are active in implementing solutions for business intelligence in the banking industry of Iran. In this study, 16 people were chosen based on non-random judgment sampling combined with targeted and snowball sampling as a statistical sample and their viewpoints were extracted and refined using the Fuzzy Delphi Technique. First through studying past research records and reviewing literature of effective factors in implementing business intelligence process, 37 factors were identified. Then by implementing five rounds of the Fuzzy Delphi Technique, 39 factors were confirmed as significant among 37 factors affecting the business intelligence implementation process in past studies and 10 factors proposed by experts. Also, these 39 factors were classified in nine main groups including organizational, human, data quality, environmental, system ability, strategic, service quality, technical infrastructure, and managerial factors. Managers and executives of business intelligence projects in Iran's banking industry can achieve the given objectives and results by considering such significant factors in planning and taking measures related to effective implementation of business intelligence.

Literature Review:
The term "user participation", related to developing specific IS, was defined by BIB003 as behaviours, tasks or assignments that users or user representatives perform whilst within the development project for IS. Accurate capture and communication of user requirements the members of the project team are ensured by good user participation; these properties have particular importance if there is an initial lack of clarity with regard to system requirements BIB002 . It was noted by BIB008 that adequate involvement of users within adjustment of the BI, within its exploitation over the long term, is likely to make a contribution to its usability within the future as well as helping match it to other processes within the organisation. Moreover, organisational change that has been enabled by BI can, in turn, help in the introduction of changes to processes for organisational control and coordination. In general, user participation has a great deal of significance for the implementation of IS projects BIB001 . Also, in particular, user participation is significant for BI system BIB002  BIB004  BIB005  BIB006 BIB007 BIB009 BIB010 BIB011 .