Big data analytics capabilities and leadership: catalysts of firm performance in telecommunications

Abstract

PurposeThe proliferation of big data analytics (BDA)-enabled tools and technologies has endowed organizations with the capacity to augment decision-making processes, optimize operational endeavors and foster innovation across diverse business domains. Consequently, BDA has been posited as a catalyst for enhanced customer relationship management, improved risk mitigation strategies and heightened operational efficiencies, all of which converge to augment overall firm performance. Thus, the purpose of this research is to introduce a conceptual framework aimed at explaining the influence of BDA capabilities on the performance of telecommunications firms in Pakistan. Additionally, it examines the potential mediating effect of talent capabilities and moderating effect of top management attitude on firm performance.Design/methodology/approachData from a sample comprising 520 participants were collected via survey questionnaires. The study employed Partial Least Squares-Structural Equation Modeling to empirically evaluate the proposed model.FindingsResults reveal a positive association between BDA technology and information capabilities with both BDA talent capabilities and firm performance. Furthermore, the analysis suggests that BDA talent capabilities mediate the relationship between BDA dynamic capabilities and firm performance, while top management attitude acts as a moderator, enhancing the relationship between BDA talent capabilities and firm performance.Originality/valueThere is a scarcity of research that has examined the relationship of BDA capabilities, top management attitude and firm performance. This study attempts to examine their interrelationships. First, it enhances the extant literature by elucidating the mediating role of BDA talent capabilities in the relationship between BDA technology and information capabilities and firm performance. Second, the study introduces a novel dimension by incorporating top management attitude as a moderator variable. This augmentation adds layers of complexity to comprehending BDA implementation dynamics, emphasizing leadership’s role in fostering an enabling environment for effective utilization of BDA capabilities.