Examining the Core Dilemmas Hindering Big Data-related Transformations in Public-Sector Organisations

Abstract

This study examines public organisations planning big data-driven transformations in their service provision. Without radical structural change or managerial system changes, leaders face dilemmas: simply bolting on big data makes little difference. This study is based on a qualitative empirical case study using data collected from the cities of Helsinki and Tampere in Finland. The three core dilemma pairs detected and connected to the big data-related organisational changes are: (1) repetitive continuity vs. visionary change, (2) risk-taking vs. security-seeking and (3) technology-based development vs. human-based development. This study suggests that organisational readiness involves not only capabilities; instead, readiness involves absorbing knowledge, making decisions, handling ambiguities, managing dilemmas. Thus, big data-related transformations in public organisations require embracing the world of dilemmas, since selected and cancelled experiments may each have valuable outcomes. The capability to act on intentions is a prerequisite for readiness; however, a preparedness to detect and address dilemmas is central to big data-related transformations. Thus, the ability to make dilemma decisions is a more complicated characteristic of readiness. In conclusion, our data analysis suggests that traditional public organisational and chance management approaches produce unsolved dilemmas in big data-related organisational changes.

Measuring Outcomes of Digital Transformation in Public Administration: Literature Review and Possible Steps Forward

“…Empirical studies suggest that oft en digital transformation is aff ected by inertia of government institutions (Hur et al 2019) and a lack of readiness on the part of the public offi cials (Nghihalwa and Shava 2018;Kuoppakangas et al 2019). Th erefore, a framework for measuring eff ects of government digitalization should account for both benefi ts and risks which public offi cials face because of digital transformation in public administration.…”

A Guide for selecting big data analytics tools in an organisation

“…From marketing perspective, many organizations employ BDA tools to gain deeper understanding about their customers' behaviors, needs and preferences [7]. In a nutshell, BDA enables and supports organizations towards sustainability and competitiveness [8,9]. Based on this premise, there is a need to investigate the impact which characteristic (volume, velocity, variety, and veracity) of BDA (descriptive insight, predictive insight, and prescriptive) have on innovation competency in an organization, and collaborative positive insights [10].…”

“…Despite the coverage and premise, there are challenges in selecting the most appropriate analytics tools, particularly by organizations in developing countries [11]. This can be attributed to primarily two factors: the practice of the concept is slow [8]; and availability of skilled personnel are scarce. For an organization to gain useful insights and value from big data, it requires the application of the most appropriate BDA tools for the analysis [12], which has been a challenge for many organizations.…”

COVID-19 triggering homecare professionals’ change of attitudes towards e-Welfare

“…6,14]. However, few studies explore how barriers to acceptance can be overcome, with the exceptions of Lolich et al [14] and Kuoppakangas et al [15]. The aim of this qualitative single-case study is to scrutinize how homecare professionals experienced meaningfulness in their work in the midst of the COVID-19 crisis and in the utilization of videophones in long-term homecare (LTHC) service provision in the city of Tampere, Finland.…”