Big Data Computing Strategies

Jayanand, Malavika; Kumar, Madhurendra; Srinivasa, K. G.; Siddesh, G M

doi:10.4018/978-1-4666-6559-0.ch004

Cited by 3 publications

(2 citation statements)

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“…Many mathematical and statistical techniques are used in big data analytics (Jayanand et al. , 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Intellectual capital and innovation performance: the moderating role of big data analytics: evidence from the banking sector in Jordan

Al-Khatib¹

2022

EMJB

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PurposeThe purpose of this study is to identify the impact of intellectual capital on the innovation performance of the Jordanian banking sector and identify the moderating role of big data analytics.Design/methodology/approachFor this study's purposes, 333 questionnaires were analysed. Convergent validity, discriminant validity and reliability tests were performed through structural equation modelling (SEM) in the Smart-PLS program. A bootstrapping technique was used to analyse the data.FindingsEmpirical results showed that each of the components of intellectual capital and big data analytics explains 63.5% of the variance in innovation performance and that all components of intellectual capital have a statistically significant impact on innovation performance. The results also revealed that the relationship between structural capital and innovation performance is moderated through big data analytics.Research limitations/implicationsThis cross-sectional study provides a snapshot at a given moment in time, a methodological limitation that affects the generalisation of its results, and the results are limited to one country.Practical implicationsThis study promotes the idea of focusing on components of intellectual capital to enhance innovation performance in the Jordanian banking sector and knowing the effect of big data analytics in this relationship.Social implicationsThis study makes recommendations for financial policymakers to improve the effectiveness of intellectual capital practices and innovation performance in the context of big data analytics.Originality/valueThis study has important implications for leaders in the Jordanian banking sector, in general, as the study highlights the importance of intellectual capital to enhance the innovation performance, especially in light of the big data analytics in this sector, and thus increase the innovative capabilities of this banks, which leads to an increase in the level of innovation.

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“…Many mathematical and statistical techniques are used in big data analytics (Jayanand et al. , 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Intellectual capital and innovation performance: the moderating role of big data analytics: evidence from the banking sector in Jordan

Al-Khatib¹

2022

EMJB

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“…To this end, the existing literature evince that "compatibility of an innovation may refer to its congruence with (1) the value systems (e.g., organizational culture), and (2) the business's [BD] practices" [23, p. 17]. It has also been outlined by [119], and validated in recent studies [52], that cognitive and operational compatibility are facilitated if organizations adopt BDA. However, applying such logics in all situations could be contextually problematic [128], particularly in contexts where they were not originally designed for, even in instances where BDA techniques are evinced to be consistently, utilitarianly aligned with company values, standard operating procedures and marketisation mechanisms.…”

Section: Anticipated Valuementioning

confidence: 99%

Drivers of Big Data Analytics’ Adoption and Implications of Management Decision-Making on Big Data Adoption and Firms’ Financial and Nonfinancial Performance: Evidence From Nigeria's Manufacturing and Service Industries

Egwuonwu,

Mendy,

Smart-Oruh

et al. 2024

IEEE Trans. Eng. Manage.

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Despite advances in Big Data Analytics, its utilitarian discourse is yet to move beyond early capture to focus on its post adtoption impacts on firms' financial and non-financial performance, especially in Nigeria's. This study advances BDA beyond organizational readiness for change by empirically and analytically focusing on the reality of 261 Nigerian professionals by drawing on business-to-business marketing, dynamic capabilities, and Technology-Organization-Environment theoretical frameworks to contribute a conceptual model (Figure 1) on factors which really impact on organizations' readiness to adopt BDA.Consequently, our study's findings were used to develop Figure 2, showing the direct and moderating nature of interactions between BDA and TOE variables on BDA adoption. However, whereas hypotheses three and four confirm top management's support and overall organizational readiness, paradoxically, this study's hypotheses five and seven contribute to existing BDA discourse by highlight that environmental, competitive pressure, including regulation do not support the adoption of BDA. Additionally, while external support (H6) was found conduisive for BDA adoption, interestingly, hypotheses eight, nine and 10a were also found supportive of not only financial but also non-financial performance. However, contrary to current theorisation, hypotheses 10b was not supportive of non-financial performance. Our results contribute to BDA's business competitiveness and regulation.

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