Exploring Big Data's Strategic Consequences

Abstract

Big data multiplies the potential of organizational data engagement and the shaping of enterprise strategy processes. The paper argues that big data qualitatively alters strategic processes by extending managerial possibilities for acting on both structured and unstructured information because the conceptually presumed linear links between corporate strategy, firm structure and information systems design no longer hold. Big data draws organizational information systems into a shifting dynamic of altered forms of information access and use as part of a wider complex loop of interventions and analyses. Big data analyses are for many firms becoming indispensable strategic ploys which themselves alter strategies that further mobilize big data consequences.The paper also argues that the use of big data for directing enterprise activities effects behavioural and political organizational consequences. The paper concludes with a discussion of wide level strategy issues tied to big data analytical shifts.

A multidisciplinary perspective of big data in management research

“…Decisions enlightened by big data can be more effective with greater flexibility and promptness (e.g. Bhimani, 2015;McAfee and Brynjolfsson, 2012;Wamba et al, 2015).…”

“…Big data analytics has great impact on strategic process and improves consequent decisions by providing new data, insight and action. Especially big data shows a broader view on the information flow that comprehensively reflects the potential changes in business operation in real-time (Bhimani, 2015). Thus, it enables executives to extend their knowledge about the business and enhance the effectiveness and flexibility of strategic decisions in a timely, efficient manner (McAfee and Brynjolfsson, 2012).…”

Value co-creation between firms and customers: The role of big data-based cooperative assets

“…As a result, the Internet intensifies market competition and increases the difficulty for firms to maintain strategic competitive advantages [50]. Thus, to excavate customer data and analyze potential demand in advance of competitors have become a fundamental requirement for firms in the fiercely competitive global market [51,52].…”

Theory Assessment and Agenda Setting in Political CSR: A Critical Theory Perspective

“…The bigger picture of how the new ICTs and business firms may undermine the foundations of free democratic society has not yet been addressed (see critically Lanier ; Zuboff ). There is a growing literature on how firms economize on new ICTs and ‘big data’ and develop new strategies of extracting rents (Bhimani ; Constantiou and Kallinikos ; Mayer‐Schönberger and Cukier ). Some authors celebrate these developments (Brynjolfsson and McAfee ; Rifkin ; Varian , ).…”