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Purpose The purpose of this paper is threefold: first, to investigate the role of big data and predictive analytics (BDPA) and social capital on the performance of humanitarian supply chains (HSCs); second, to explore the different performance measurement frameworks and develop a conceptual model for an HSC context that can be used by humanitarian organizations; and third, to provide insights for future research direction. Design/methodology/approach After a detailed review of relevant literature, grounded in resource-based view and social capital theory, the paper proposes a conceptual model that depicts the influence of BDPA and social capital on the performance of an HSC. Findings The study deliberates that BDPA as a capability improves the effectiveness of humanitarian missions to achieve its goals. It uncovers the fact that social capital binds people, organization or a country to form a network and has a critical role in the form of monetary or non-monetary support in disaster management. Further, it argues that social capital combined with BDPA capability can result in a better HSC performance. Research limitations/implications The proposed model integrating BDPA and social capital for HSC performance is conceptual and it needs to be empirically validated. Practical implications Organizations and practitioners may use this framework by mobilizing social capital, BDPA to enhance their abilities to help victims of calamities. Social implications Findings from study can help improve coordination among different stakeholders in HSC, effectiveness of humanitarian operations, which means lives saved and faster reconstruction process after disaster. Second, by implementing performance measurements framework recommended by study, donors and other stakeholders will get much desired transparency at each stage of HSCs. Originality/value The findings contribute to the missing link of social capital and BDPA to the existing performance of HSC literature, finally leading to a better HSC performance.

Information systems coupled with internet, cloud computing, mobile devices and Internet of Things have led to massive volumes of data, commonly referred as big data. It includes mix of structured, semi-structured and unstructured real-time data, constituting of data warehouse, OLAP, ETL and information. Business firms and academicians have designed unique ways of tapping value from big data. There is a great scope of using large datasets as an additional input for making decisions. The aim of the paper is to explore the role of big data in these areas for making better decisions. Here we explore how big data can be used to make smart and real-time decisions for improving business results. The paper undergoes literature review and secondary data to provide a conceptual overview of potential opportunities of big data in decision making. The paper discusses the concept of big data, its role in decision making and also the competitive advantage of big data for different firms. The paper also discusses a framework for managing data in decision making. The topic must be addressed for taking better decisions for firms which will contribute to high quality knowledge.Shirish Jeble is currently a faculty at IBS Business School, Pune, India with the Department of IT and Operations. He holds a Masters in Management from University of Mumbai and is currently a PhD scholar at the Symbiosis International University, India. He has over 20 three years' experience that includes both industry and academics. He has over five years of experience of PG teaching and research experience in the area of operations management, supply chain management, lean, information technology and business analytics. His research interests include big data and sustainable business development.

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