Toward the influence of the organisation on big data analytics

Abstract

Big Data Analytics (BDA) capabilities are of significant interest to organisations as they are reportedly able to enhance Firm Performance (FPer). This is or particular interest given the ever increasing demands on business to remain competitive within a dynamic market. Though BDA has been shown to be effective across diverse industries and applications, it has also been shown to be ineffective in many occasions. This study draws on theories concerning organisational capabilities, including dynamic capability theory, decision making theory and organisational culture theory to assess the influence of the organisation on the effectiveness of a BDA capability. In so doing, this study extends the above research streams by assessing the direct and moderated influences of Firm Dynamic Capability (FDC), Organisational Culture to BDA (OCDA) and Data Driven Decision Making (DDDM) on the BDA capability, and the resulting impact on FPer. The hierarchical research model was assessed with 80 online survey responses from respondents primarily based in South Africa who were directly associated with a BDA capability in their organisation. The results illustrate the significant direct and moderating impact of on BDA and FPer. The implications of these findings are discussed relative to both theoretical and practical applications in business settings, followed by considerations for further research required in the field.