The impact of big data analytics on firms’ high value business performance

• Published in: Information systems frontiers 2018-04, Vol.20 (2), p.209-222
• Main Authors: Popovič, Aleš, Hackney, Ray, Tassabehji, Rana, Castelli, Mauro
• Format: Article
• Language: English
• Subjects: Analytics; Big Data; Business; Business and Management; Control; Data analysis; Data management; Decision making; Design factors; Empirical analysis; Financial management; Information systems; Information technology; IT in Business; Management of Computing and Information Systems; Manufacturing; Mathematical analysis; Operations management; Operations Research/Decision Theory; Production management; Resource management; Systems Theory
• ISSN: 1387-3326; 1572-9419
• DOI: 10.1007/s10796-016-9720-4

Big Data Analytics (BDA) is an emerging phenomenon with the reported potential to transform how firms manage and enhance high value businesses performance. The purpose of our study is to investigate the impact of BDA on operations management in the manufacturing sector, which is an acknowledged infrequently researched context. Using an interpretive qualitative approach, this empirical study leverages a comparative case study of three manufacturing companies with varying levels of BDA usage (experimental, moderate and heavy). The information technology (IT) business value literature and a resource based view informed the development of our research propositions and the conceptual framework that illuminated the relationships between BDA capability and organizational readiness and design. Our findings indicate that BDA capability (in terms of data sourcing, access, integration, and delivery, analytical capabilities, and people’s expertise) along with organizational readiness and design factors (such as BDA strategy, top management support, financial resources, and employee engagement) facilitated better utilization of BDA in manufacturing decision making, and thus enhanced high value business performance. Our results also highlight important managerial implications related to the impact of BDA on empowerment of employees, and how BDA can be integrated into organizations to augment rather than replace management capabilities. Our research will be of benefit to academics and practitioners in further aiding our understanding of BDA utilization in transforming operations and production management. It adds to the body of limited empirically based knowledge by highlighting the real business value resulting from applying BDA in manufacturing firms and thus encouraging beneficial economic societal changes.