The impact of big data analytics talent capability on business intelligence infrastructure to achieve firm performance

Abstract

Purpose The emerging attention in big data has led businesses to improve big data analytics talent capability to enrich firm performance. The big data capability pays off for some companies but not for all, and it appears that very few have achieved a big impact through big data. Rooted in the latest literature on the knowledge-based view, IT capability, big data talent capability and business intelligence, this study aims to examine how big data talent capability impact on business intelligence infrastructure to achieve firm performance. Design/methodology/approach The primary survey data of 272 IT managers and big data analysts from Chinese firms was analyzed by using the structural equation modeling and partial least squares (Smart PLS 3.0). The analysis uncovers a positive and significant relationship in the proposed model. Findings The finding shows that the big data analytics talent capability positively impacts on business intelligence infrastructure that in turn directs to achieve firm financial and marketing performance. Originality/value This study theorized on the multitheoretic lenses, and findings suggest the managers and industry practitioners to develop business intelligence infrastructure capabilities from big data analytics talent capability.

The outcomes of B2B data-driven customer focused value creation

“…Projects based on Big Data are seen as complex and challenging (Rantala et al , 2020). There is also a lack of direction as to how to link Big Data to firm strategy (Ram and Zhang, 2021; Khan et al , 2022) and a lack of suitable talent to exploit data (Qaffas et al , 2022). Of Big Data projects that are started, it is estimated that half are never completed because of lack of skills, technology or market driven requirements (Marr, 2015).…”

“…As links between data projects and firm strategy are currently lacking, (Ram and Zhang, 2021;Khan et al, 2022), the identification of outcomes will help managers in defining their own project goals and help to connect them to the firm's strategy. In addition, the organization of the outcomes into themes and contexts should help practitioners allocate appropriate human resources to oversee projects, mitigating the impacts of a current lack of talent in this area (Qaffas et al, 2022).…”

“…It can also be seen to underpin both existing business networks (Pattinson and Johnston, 2015) and to challenge the competitive environment (Hasselblatt et al , 2018; Turunen et al , 2018) resulting in competitive advantage (Sun et al , 2020). Yet, faced with this new access to data, many business-to-business (B2B) companies are failing to successfully use it, and, as a result, business opportunities are being missed (Scaria et al , 2018; Mikalef et al , 2019; Qaffas et al , 2022).…”

The role of big data analytics and organizational agility in improving organizational performance of business processing organizations

“…This managed knowledge will enable the organization to fulfill customer demands quickly and efficiently (Higgins, 2014). A few other studies have shown that in developing a new product, customer requirement is a critical factor (Lassnig et al, 2021;Qaffas et al, 2022).…”

Technology-enabled leadership and performance enhancement outcomes: an empirical investigation from the dynamic capabilities perspective

“…Technology-enabled leadership (TEL) is a critical link between market environments and business practices, which adopts business analytics in innovative strategic and operational decision-making processes (Kurzhals et al, 2020;Uhl-Bien and Arena, 2018;Wang and Xu, 2019). Business analytics is crucial in defining the paths for competitive capabilities in terms of productivity, agility and value delivery (Aydiner et al, 2019a(Aydiner et al, , 2019bDuan et al, 2020;O'Neill and Brabazon, 2019;Qaffas et al, 2022;Seddon et al, 2017).…”