New Games, New Rules: Big Data and the Changing Context of Strategy

Constantiou, Ioanna D.; Kallinikos, Jannis

doi:10.1057/jit.2014.17

Cited by 393 publications

(329 citation statements)

References 65 publications

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“…Such changes may be even more radical than illustrated above, which is foreshadowed by the fact that digitalization, referred to as "the integration of digital technologies into everyday life" (Croon Fors, 2013: p. 60), has shown to have tremendous impact, significantly changing societal and organizational behavior (McAfee & Brynjolfsson, 2012;Newell & Marabelli, 2015). More precisely, it has radically transformed how humans and businesses communicate, collaborate and make strategies (Constantiou & Kallinikos, 2015;Newell & Marabelli, 2015;Orlikowski & Scott, 2014). In the light of these developments, researchers need to establish thorough understanding of how digitalization will impact management practices (Newell & Marabelli, 2015;Tihanyi, Graffin, & George, 2014).…”

Section: "It Used To Be You Made Strategic Decisions For Five To Sevementioning

confidence: 99%

Strategists on the Board in a Digital Era

Åberg

Kazemargi

Bankewitz

2017

BMR

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Considering the complexity and dynamics that firms are facing in a digital era, it is no exaggeration to argue that the way boards of directors contribute to strategy needs some new perspectives. In this article, we reconsider some of the commonly used notions and assumptions of board strategizing. We conceptualize a framework for board strategizing by revisiting and providing novel elements to the work introduced by McNulty and Pettigrew in 1999 (Strategists on the board. Organization Studies, 20(1): 47-74). Our framework highlights several timely board practices that have the potential to improve the way boards strategize under conditions of increasing digitalization. Further, the findings suggest that valuable strategic actions and priorities can be made by boards that use and develop dynamic capabilities as they strategize. Implications for theory and practice as well as future research directions are discussed.

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Section: "It Used To Be You Made Strategic Decisions For Five To Sevementioning

confidence: 99%

Strategists on the Board in a Digital Era

Åberg

Kazemargi

Bankewitz

2017

BMR

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“…However, with the introduction of Big data newer sources of data stream have also been targeted for analysis but using newer data stream mining techniques. In addition, [16,15] discussed the main benefits of data-driven DSS, which in general focuses on providing decision makers with the ability to perform ad-hoc inquires in an interactive manner while obtaining fast results compared to traditional system. At the same time, understanding the major components of a DSS is also important to identify the areas that may needed to be improved to factor in challenges presented by Big data.…”

Section: Data Driven Decision Support Systemsmentioning

confidence: 99%

A Framework for Effective Big data Analytics for Decision Support Systems

Islam¹,

Alfakeeh²,

Nadeem³

2017

ijcna

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-Supporting decision makers requires a good understanding of the various elements that affect the outcomes of a decision. Decision Support Systems have provided decision makers with such insights throughout its history of usage with varying degrees of success. The availability of data sources was a main limitation to what decision support systems can do. Therefore, with the advent of improved analytical methods for Big data sources new opportunities have emerged that can possibly enhance how decision makers analyze their problem and arrive at decisions using information systems. This paper analyzed current related works on both Big data and decision support systems to identify clear elements and factors relevant to the subject and identifying possible ways to enhance their joint usage. Finally, the paper proposes a framework that integrates the key components needed to ensure the quality and relevance of data being analyzed by decision support systems while providing the benefits of insights generated over time from past decisions and positive recommendations.

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“…As big data alters the sources and types of information available to decisionmakers in the firm, it is expected to impact on established ways of decision-and strategy-making which have traditionally relied on predefined data collected for specific needs (Constantiou and Kallinikos, 2015). In particular, data which has become available to firms is often not collected intentionally, but in a heterogenous and unstructured way (Varian, 2010;Anderson, 2008).…”

Section: Introductionmentioning

confidence: 99%

BIG Data BIG Gains? Empirical Evidence on the Link Between Big Data Analytics and Innovation

Niebel

Rasel

Viete³

2017

SSRN Journal

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Die Dis cus si on Pape rs die nen einer mög lichst schnel len Ver brei tung von neue ren For schungs arbei ten des ZEW. Die Bei trä ge lie gen in allei ni ger Ver ant wor tung der Auto ren und stel len nicht not wen di ger wei se die Mei nung des ZEW dar.Dis cus si on Papers are inten ded to make results of ZEW research prompt ly avai la ble to other eco no mists in order to encou ra ge dis cus si on and sug gesti ons for revi si ons. The aut hors are sole ly respon si ble for the con tents which do not neces sa ri ly repre sent the opi ni on of the ZEW. BIG Data -BIG Gains? Empirical Evidence on the Link Between Big Data Analytics and InnovationThis paper analyzes the relationship between firms' use of big data analytics and their innovative performance in terms of product innovations. Since big data technologies provide new data information practices, they create novel decision-making possibilities, which are widely believed to support firms' innovation process. Applying German firm-level data within a knowledge production function framework we find suggestive evidence that big data analytics is a relevant determinant for the likelihood of a firm becoming a product innovator as well as for the market success of product innovations. These results hold for the manufacturing as well as for the service sector but are contingent on firms' investment in IT-specific skills. Subsequent analyses suggest that firms in the manufacturing and service sector rely on different data sources and data-related firm practices in order to reap the benefits of big data. Overall, the results support the view that big data analytics have the potential to enable innovation.

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New Games, New Rules: Big Data and the Changing Context of Strategy

Abstract: Big data and the mechanisms by which it is produced and disseminated introduce important changes in the ways

Cited by 393 publications

References 65 publications

Strategists on the Board in a Digital Era

Strategists on the Board in a Digital Era

A Framework for Effective Big data Analytics for Decision Support Systems

BIG Data BIG Gains? Empirical Evidence on the Link Between Big Data Analytics and Innovation

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