The potential beyond IC 4.0: the evolution of business intelligence towards advanced business analytics

Ratia, Milla; Myllärniemi, Jussi; Helander, Nina

doi:10.1108/mbe-12-2018-0103

Cited by 16 publications

(16 citation statements)

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“…Big data manage structural capital to ensure timely and appropriate data availability for strategic decisions. (Ratia, 2019). Along with that, organizations that hope to find opportunities such as altering their operations, innovating their markets, and effectively serving their customers can invest in BDA for further value creation (Ratten, 2020;Brown et al, 2011).…”

Section: The Nexus Between Structural Capital and Big Datamentioning

confidence: 99%

RETRACTED ARTICLE: The complementarities of big data and intellectual capital on sustainable value creation; collective intelligence approach

2021

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Section: The Nexus Between Structural Capital and Big Datamentioning

confidence: 99%

RETRACTED ARTICLE: The complementarities of big data and intellectual capital on sustainable value creation; collective intelligence approach

2021

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“…Thanks to predictive and prescriptive analysis, BDA represents an efficient choice and a new method to unlock, manage, measure and report intangible resourcesmade up of human, relational and structural capitalthus helping policy makers to identify policies and practices by IC (Dumay and Guthrie, 2019). For example, physical, emotional and social factors (HC ) managed with analytics favour more efficient decisionmaking processes; RC improves interaction with stakeholders in terms of data sharing and SC provides timely and relevant data for strategic decisions (Ratia, 2019). The real added value of BDA, having access to valuable information (big data), lies in the ability to identify not only explicit but also tacit knowledge and in its ability to share it.…”

Section: Discussionmentioning

confidence: 99%

“…These main articles are evident in Table 2 3.2 Descriptors: BDA, IC, and health performance The systematic review of the literature has revealed that a new phase of IC research, the fifth phase (Harlow, 2018), has emerged in recent years, in which the importance of BDA to develop IC in different organizations is underlined. Indeed, an innovative management of IC components, linked to the use of BA in the IC model, represents an important strategic asset for improving efficiency and for creating value in healthcare systems (Maditinos et al, 2011;Ratia et al, 2019). This conception is based on the assumption that IC includes all the knowledge of the company: human, relational and structural capital (Nahapiet and Ghoshal, 1998;Youndt et al, 2004).…”

Section: Methodsmentioning

confidence: 99%

“…This conception is based on the assumption that IC includes all the knowledge of the company: human, relational and structural capital (Nahapiet and Ghoshal, 1998;Youndt et al, 2004). HC, consisting of three elementsphysical, emotional and social -(Illianes and Mart ı, 2018) supports the ability of the BI tool to be used in the decision-making process (Ratia et al, 2019), and RC develops an interaction with stakeholders in terms of data sharing (Ratia et al, 2019). This triple bottom line in IC allows to understand different organizational factors, people, technologies and relationships that permit to identify different determinants of performance (Evans et al, 2015).…”

Section: Methodsmentioning

confidence: 99%

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Value that matters: intellectual capital and big data to assess performance in healthcare. An empirical analysis on the European context

Gravili

Manta

Cristofaro

et al. 2020

JIC

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PurposeThe aim of this paper is to analyze and measure the effects of intellectual capital (IC), i.e. human capital (HC), relational capital (RC) and structural capital (SC), on healthcare industry organizational performance and understanding the role of data analytics and big data (BD) in healthcare value creation (Wang et al., 2018). Through the assessment of determined variables specific for each component of IC, the paper identifies the guidelines and suggests propositions for a more efficient response in terms of services provided to citizens and, specifically, patients, as well as predicting effective strategies to improve the care management efficiency in terms of cost reduction.Design/methodology/approachThe study has a twofold approach: in the first part, the authors operated a systematic review of the academic literature aiming to enquire the relationship between IC, big data analytics (BDA) and healthcare system, which were also the descriptors employed. In the second part, the authors built an econometric model analyzed through panel data analysis, studying the relationship between IC, namely human, relational and structural capital indicators, and the performance of healthcare system in terms of performance. The study has been conducted on a sample of 28 European countries, notwithstanding the belonging to specific international or supranational bodies, between 2011 and 2016.FindingsThe paper proposes a data-driven model that presents new approach to IC assessment, extendable to other economic sectors beyond healthcare. It shows the existence of a positive impact (turning into a mathematical inverse relationship) of the human, relational and structural capital on the performance indicator, while the physical assets (i.e. the available beds in hospitals on total population) positively mediates the relationship, turning into a negative impact of non-IC related inputs on healthcare performance. The result is relevant in terms of managerial implications, enhancing the opportunity to highlight the crucial role of IC in the healthcare sector.Research limitations/implicationsThe relationship between IC indicators and performance could be employed in other sectors, disseminating new approaches in academic research. Through the establishment of a relationship between IC factors and performance, the authors implemented an approach in which healthcare organizations are active participants in their economic and social value creation. This challenges the views of knowledge sharing deeply held inside organizations by creating “new value” developed through a more collaborative and permeated approach in terms of knowledge spillovers. A limitation is given by a fragmented policymaking process which carries out different results in each country.Practical implicationsThe analysis provides interesting implications on multiple perspectives. The novelty of the study provides interesting implications for managers, practitioners and governmental bodies. A more efficient healthcare system could provide better results in terms of cost minimization and reduction of hospitalization period. Moreover, dissemination of new scientific knowledge and drivers of specialization enhances best practices sharing in the healthcare sector. On the other hand, an improvement in preventive medicine practices could help in reducing the overload of demand for curative treatments, on the perspective of sharply decreasing the avoidable deaths rate and improving societal standards.Originality/valueThe authors provide a new holistic framework on the relationship between IC, BDA and organizational performance in healthcare organizations through a systematic review approach and an empirical panel analysis at a multinational level, which is quite a novelty regarding the healthcare. There is little research focussed on healthcare industries' organizational performance, and, specifically, most of the research on IC in healthcare delivered results in terms of theoretical contribution and qualitative analyzes. The authors even contributed to analyze the healthcare industry in the light of the possible existence of synergies and networks among countries.

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“…Over the years, several scholars have analyzed the role of IC on company performance, growth and competitiveness (Alipour, 2012;Parshakov, 2017;Ratia et al, 2019;Sanchez-Gutierrez et al, 2016); however, the importance of IC after the financial crisis (Kehelwalatenna, 2016) has not yet been fully investigated. The rise of new mechanismssuch as the ECFin response to this crisis offers the opportunity to explore the impact of IC in new contexts.…”

Section: Introductionmentioning

confidence: 99%

Crowdfunded and then? The role of intellectual capital in the growth of equity-crowdfunded companies

Troise

Matricano

Candelo

et al. 2020

MBE

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Purpose This paper aims to investigate whether and to what extent equity crowdfunding (ECF) is able to build enduring businesses. This research explores the post-campaign growth of equity-crowdfunded companies and analyses the impact of intellectual capital (IC) on their growth. To achieve the above aim, we provide a theoretical framework that includes the three well-known dimensions of IC – i.e. human, structural and relational capital – as independent variables and company growth, meant as sales and employment growth, as dependent variable. Design/methodology/approach This research uses a quantitative methodology based on two regression analyses. The authors use hand-collected data on 51 successful equity-crowdfunded projects listed on seven Italian platforms. Findings The authors find that three variables, namely prior industry experience (human-capital), product innovation (structural-capital) and equity offered (relational-capital) are significant and positively related to the growth of equity-crowdfunded companies. In particular, prior industry experience positively influences sales growth; product innovation positively influences employment growth. Equity offered, instead, has a strong positive impact on both sales and employment growth. Companies that offer a larger percentage of equity during the campaign disclose higher probabilities of growth. Practical implications The study has useful implications for several stakeholders, in particular, founders, platform managers, crowdfunders, policy makers and authorities. Originality/value The results shed some light on the nascent research field related to post-campaign scenarios of equity-crowdfunded companies. This paper is the first to explore the impact of IC on the growth of companies funded through ECF.

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The potential beyond IC 4.0: the evolution of business intelligence towards advanced business analytics

Cited by 16 publications

References 50 publications

RETRACTED ARTICLE: The complementarities of big data and intellectual capital on sustainable value creation; collective intelligence approach

RETRACTED ARTICLE: The complementarities of big data and intellectual capital on sustainable value creation; collective intelligence approach

Value that matters: intellectual capital and big data to assess performance in healthcare. An empirical analysis on the European context

Crowdfunded and then? The role of intellectual capital in the growth of equity-crowdfunded companies

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