Abstract
The purpose of this research is to study the impact of big data initiatives onstrategic management processes. While the majority of strategic management disciplines havehad research dedicated to the use of strategic management theories to understand how big dataaffect organizational performance, the body of research on big data lacks academic work capableof examining how to integrate big data into the strategic management process. The maincontributions of this work are: (1) it highlights the strategic use of big data; (2) it analyses themain frameworks/models proposed by scholars that support the use of big data as a strategicmanagement tool, and outlines this research gap; and (3) it proposes a new framework thatintegrates big data within the strategic management process based on a balanced scorecardmethodology.
Highlights
Big data (BD) is considered a key corporate asset (Court, 2015; Polese, Troisi, Grimaldi, & Romeo, 2019)
Balanced scorecard is used to indicate whether big data analytics (BDA) match critical performance indicators
We provided a comprehensive and integrative framework in which BD, BDA and BD insights are used through balanced scorecard lenses to support strategy formulation and implementation
Summary
Big data (BD) is considered a key corporate asset (Court, 2015; Polese, Troisi, Grimaldi, & Romeo, 2019). The decision-making process was redefined in order to incorporate the new strategic effect of BD concepts (Polese, Troisi, Grimaldi, & Romeo, 2019). Big data analytics (BDA) is the main player in the decisionmaking processes (Polese, Troisi, Grimaldi, & Romeo, 2019). For a limited number of companies, BD represents an opportunity to create an innovative business model. In the latter case, BD is integrated within the company’s structure, processes, infrastructure, technologies and mainly the corporate strategy (Bischof, Gabriel, Rabel, & Wilfinger, 2016; Mazzei & Noble, 2017)
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