Autori: Sanjay Kumar Singh, Manlio Del Giudice
Editore: Emerald Publishing Limited
Tipologia Prodotto: Articolo in rivista
DOI: https://doi.org/10.1108/MD-08-2019-020
Titolo della Rivista: Management Decision
Numero; Volume: 8; 57
Numero prima e ultima pagina: 1729 – 1733
Anno di Pubblicazione: 2019
Link: https://www.emerald.com/insight/content/doi/10.1108/MD-08-2019-020/full/html
Abstract:
Big data has high operational and strategic potential vis-à-vis business value creation and is simply the next big thing in innovation (Gobble, 2013) as it creates actionable ideas for firm performance and competitive advantage (Wamba et al., 2015). Big data necessitates much more than application of new analytics (El-Kassar and Singh, 2018) as firms that learn to take advantage of big data unbridle new organizational abilities and value (Davenport et al., 2012). It is also pertinent to note that corporate commitment to the use of big data analytics is very important as past literature suggest that the corporate commitment affects big data assimilation through acceptance and routinization routes (Singh and El-Kassar, 2019) and that in turn to enhance sustainable performance of the firms (Coluccia et al., 2019). Several colleagues also suggest that for firms to have superior performance from their employees, they need to leverage analytics over the gut instincts (Del Giudice et al., 2018; Davenport et al., 2010) and that calls for a data driven decision-making culture (Santoro et al., 2019; Soto-Acosta et al., 2018; McAfee et al., 2012). Needless to mention that use of business analytics for organizational value creation is dependent upon the roles played by the organizational decision-making processes, including resource allocation processes and resource orchestration processes (Helfat et al., 2009; Teece, 1997) which requires examination and deeper understanding.