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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.

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PurposeThe emergence of online transactions, enabled through internet media, has led to an increase in the availability of electronic payment (e‐payment) systems. This research aims to investigate, through theoretical constructs (technology acceptance model, theory of reasoned action) and an empirical analysis, the critical factors that may ensure consumer adoption of these facilities.Design/methodology/approachThis research study mainly uses the deductive approach to consider secondary sources and primary data, where hypotheses have been developed in order to demonstrate the findings. An initial literature review revealed six issues that are considered critical for e‐payment considerations. An anonymous and self‐administered survey based on the research model was developed and e‐mailed to the respondents. A total of 155 questionnaires were coded and analysed using SPSS to analyse the hypotheses.FindingsThe research proved that the perceived importance of the critical factors was correlated through security, trust, perceived advantage, assurance seals, perceived risk and usability. The results demonstrate that three of the critical factors were necessary (security, advantage, web assurance seals) and three were relatively sufficient (perceived risk, trust and usability) through customer intentions to adopt an e‐payment system.Originality/valueIt is believed that the findings represent an important contribution to the further adoption of e‐payment facilities and indeed the design of general e‐commerce systems.

Despite increased research interest on knowledge transfer in information systems (IS) outsourcing, the field still lacks sound and holistic understanding of the key factors influencing knowledge transfer success. The present paper attempts to provide a synthesis of existing theoretical perspectives and empirical findings related to the factors that facilitate or hamper knowledge transfer success in IS outsourcing. The data collection method is discussed and the key findings are presented. Conclusion is drawn and further research is suggested. Keywords: knowledge transfer, Information systems (IS) outsourcing BACKGROUNDIn today's knowledge-based economy, one of the major sources of competitive advantage has been the ability of the firm to transfer external knowledge efficiently and effectively (Argote and Ingram, 2000;Pawlowski and Robey, 2004;Sambamurthy and Subramani, 2005;Pérez-Nordtvedt et al., 2008). Knowledge transfer is defined by Kumar and Ganesh (2009) as activities of exchanging explicit or tacit knowledge between two agents, during which one agent receive and apply the knowledge provided by the other agent. The agents could be an individual, team/department or an organization (Joshi et al., 2007). In the literature, knowledge transfer has been given various but related labels such as ‗knowledge sharing, ‗knowledge flows', ‗knowledge acquisition' and ‗knowledge mobilization ' (Carmel and Nicholson, 2005;Gosain, 2007;Renzl, 2008;van Wijk et al, 2008).Information systems (IS) outsourcing, where a client organization contract out some or all of its IS functions to one or more external vendors (Lee, 2001), has been regards as an important business strategy for client organizations to transfer new technical and business knowledge from the vendors (e.g. Ko et al., 2005;Tafti, 2007, Blumenberg et al., 2009). Wang et al. (2008 argued that outsourcing IS to high quality vendors has the potential to transfer knowledge that are costly or hard to develop in-house. Furthermore, IS outsourcing allows the client organizations to renew its technical and business knowledge base in order to achieve congruence with changing business environment (Bandyopadhyay and Pathak, 2007). In their (2005) reported that client organizations acquire new implementation, operational and maintenance knowledge from their consultants, so they can learn and later maintain the system independent of the consultant's team. Edguer and Pervan (2004) found that many firms are increasingly looking at IS outsourcing as a means of transferring and leveraging the vendors' superior technical and business knowledge and benefiting complementary skills and specialist expertise that are not available within the organization's boundaries. Knowledge transfer from vendors to clients in IS outsourcing projects occur through a variety of mechanisms. These mechanisms include manuals, personal movement, training, observation, presentations and close interaction with vendors' IS staff (Nicholson and Sahay, 2004;Xu et al., 2006;Chua and Pan, 2008) Knowle...