Big data analytics capabilities and performance: Evidence from a moderated multi-mediation model

By Riccardo Rialti, Lamberto Zollo, Alberto Ferraris, Ilan Alon. 2019

390 citations recorded by the source corpus.

Abstract Big data analytics (BDA) have the power to revolutionize traditional ways of doing business. Nevertheless, the impact of BDA capabilities on a firm's performance is still not fully understood. These capabilities relate to the flexibility of the BDA infrastructure and the skills of the management and the firm's personnel. Most scholars explored the phenomenon from either a theoretical standpoint or neglected intermediate factors, such as organizational traits. This article builds on the dynamic capabilities view to propose and empirically test a model exploring whether organizational ambidexterity and agility mediate the relationship between BDA capabilities and organizational performance. Using data from surveys of 259 managers of large European organizations, we tested a proposed model using bootstrapped moderated mediation analysis. We found that organizational BDA capabilities affect a firm's ambidexterity and agility, which, in turn, affect its performance. These results establish ambidexterity and agility as positive mediators in the relationship between organizational BDA capabilities and a firm's performance. Furthermore, the organizational resistance to the implementation of information management systems and the fit between the organization and these systems also moderated this relationship. Practical implications for managers are also discussed.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4a5f18220a8555d7f98d383bd6b1634f4ad62257

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In Management Information Systems

In Strategy and Management

Citations in the corpus

Digital transformation as a springboard for product, process and business model innovation (2021, background): “The first group reflects the need to upgrade the skills and capabilities of existing organisations, and the emergence of new key capabilities in the digital transformation era, such as analytics that impact business performances (e.g. Rialti, Zollo, Ferraris, & Alon, 2019).”
How can SMEs successfully navigate VUCA environment: The role of agility in the digital transformation era (2022, background): “Some studies show that agility is associated with superior firm performance (Ravichandran, 2018), organizational performance and higher likelihood of surviving challenges of VUCA world (Rialti et al., 2019).”
Big data analytics capability and decision-making: The role of data-driven insight on circular economy performance (2021, background): “Despite BDA potential, however, there is relatively limited research that has empirically explored the antecedents of data-driven insights for enhancing decision-making quality (Rialti, Zollo, Ferraris, & Alon, 2019), and its impact on CE performance (Gupta et al., 2019).”
How do museums foster loyalty in tech-savvy visitors? The role of social media and digital experience (2021, result): “…p < 0.01), this was empirically supported, confirming H3b; 4) the fourth step shows the original relationship between ‘X’ and ‘Y’ (β = +0.249; p < 0.01) must be lessened or become non-significant because of the ‘M’ variable, resulting in partial or full mediating effects (see Rialti et al., 2019).”