Purpose The purpose of this paper is to provide an insight about factors affecting Big Data Analytics (BDA) utilization and adoption in Indian firms. Research studies have so far focused on BDA adoption in developed economies. This study examines the factors that influence BDA usage and adoption in the context of emerging economies. Design/methodology/approach This study proposed a theoretical model of factors influencing BDA utilization and adoption. Two independent research streams – first, the top managers’ perceived strategic value (PSV) in BDA and second, the factors that influence the adoption of BDA theoretically – have been integrated with the technology-organization-environment (TOE) framework. In the BDA context, there was a theoretical necessity to identify the driver and barriers of BDA from the TOE framework on PSV and adoption of BDA. A qualitative exploratory study using face-to-face semi-structured interviews was carried out to collect data from 22 different enterprises and service providers in India. India was selected as the context as it is one of the fastest growing large economies of the world with huge potential of BDA to improve the business landscape. Findings The results showed that the major reason behind BDA non-adoption is that the organizations did not realize the strategic value (SV) of BDA, and they were not ready to make the changes because of technological, organizational and environmental difficulties. The findings corroborate previous results about significant factors affecting IT adoption and implementation and provide new and interesting insights. The main factors identified as playing a significant role in organizations’ adoption of BDA were SV of BDA, complexity, compatibility, IT assets, top management support, organization data environment, perceived costs, external pressure and industry type. Research limitations/implications The main limitation related to this study is the difficulty in generalizing the findings to a larger population of enterprises. To overcome this, a statistical survey has been planned to be conducted in the future. Practical implications The BDA adoption model in this study will have both managerial implications for practitioners in India, as well as those in other developing countries, and academic implications for researchers who are interested in BDA adoption in developing counties, in terms of formulating better strategies for BDA adoption. For managers, using the research model of this study could assist in increasing their understanding of why some organizations choose to adopt BDA, while similar ones facing similar conditions do not. Also, the understanding of the strategic utilization of BDA in different business processes may improve the adoption of BDA in organizations. Originality/value This paper contributes in exploring and enhancing the understanding of the factors affecting the utilization and adoption of BDA in organizations from an Indian perspective. This study is an attempt to develop and explore a BDA adoption model by the fusion of PSV and TOE framework. The effect of the three contexts of this framework (technological, organizational and environmental) on the strategic utilization of BDA has been studied for the first time.

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Purpose This study proposed and tested three comprehensive models of the usage intention of proximity mobile payment services after a government regulation, by integrating the theory of planned behaviour (TPB) and the norm-activation model (NAM). The purpose of this paper is to investigate the effects of moral norms, merchant pro-activeness and perceived government regulation (demonetisation) on users’ continuance intention of proximity mobile payment services. Design/methodology/approach In total, 387 users of proximity mobile payment services in India were surveyed using a structured questionnaire. This study was carried out with shoppers in the Mumbai Metropolitan Region and New Delhi because of the diverse and large population of these cities. Findings The results of this study indicated that: integrating the variables of NAM into the original TPB model enhanced the prediction effect; perceived demonetisation regulation exerted a direct determinant effect as well as moderate effect on continuance usage intention of mobile payment services; also, extended TPB model with perceived demonetisation regulation as moderator could satisfactorily predict the continuance usage intention. Research limitations/implications The results provided insightful evidence for the government and policymakers to outline more effective mandatory regulation policies. Originality/value This investigation attempts to enhance the theoretical understanding of the antecedents of in-store proximity mobile payment services after government regulation (demonetisation) in India.

The enactment of the Companies Act of 2013 in India mandating CSR spending is a regulatory pressure from the government. Institutional theory suggests that such regulatory pressure has an impact on firm heterogeneity and consequently on the competitive advantage of a firm. On the other hand, a firm's resources and capabilities like R&D expertise, advertising intensity and staff welfare& training intensity leads to firm heterogeneity and helps firm to achieve competitive advantage. So, this paper combines the insights of the resource-based view with the institutional perspective from the organization theory to study the combined impact of both on financial performance. The study was conducted on Indian firms which belonged to the top thousand firms by sales for the time-period between the years 2010 and 2018. The data was collected from CMIE Prowess database.

Purpose The coronavirus pandemic (COVID-19) and the associated economic lockdown provided a jolt to businesses around the world and the global economy. Amid the ongoing uncertainty, circumstances varied across business sectors and regions, but the common goal for business organizations was to respond effectively, devising strategies to survive the turmoil and accelerate recovery. The narrative in India was no different from the rest of the world. Due to the novelty of the event, literature regarding its impact on the strategic management of firms was scarce. Thus, this paper aims to attempt to ascertain the crisis impact on firms and subsequently unravel the tactical short-term and long-term strategic responses initiated by Indian firms. Design/methodology/approach The authors carried out an empirical investigation to comprehend the strategic foresight adopted by Indian firms. Following a structured literature review, the authors conducted semi-structured open-ended interviews with 28 business experts who were involved in drafting strategic responses for their respective firms. Subsequently, the authors performed a thematic content analysis of the expert interview responses to document firm-level strategic responses to the COVID-19 crisis and associated economic lockdown. The authors further searched reputed media articles to supplement and triangulate the primary research findings with management perspectives. Findings The authors identified that managers had adopted a dual approach responding to the disruption. Companies simultaneously focused on surviving the crisis in the short-term by reconfiguring existing resources and initiated long-term recovery by mobilizing efforts for a redesigned business model. The research findings indicated that companies had adapted to the dynamic chaotic crisis environment to fulfill the changed consumer expectations. Remote working was widely implemented, supply networks were adjusted, operations were managed with minimal resources, working capital was closely monitored and the product-portfolio was revamped to reap benefits in an essentials-only world. The impact of several strategic firm responses was determined through this study on the revenue, profitability, operational costs and regulatory adherence of the companies along with the ability to meet stakeholder expectations. The study suggested that companies encouraged innovative solutions and highlighted the importance of collaborative inter-organizational practices. Research limitations/implications The study contributed to an inter-theoretical perspective on firm strategic initiatives to confront a global crisis. Resource-based view, dynamic capabilities perspective and industrial-organizational theory-based perspectives, were applied. This facilitated an extensive analysis of the entire business ecosystem to identify various paths to accelerated recovery during and post COVID-19 world. Practical implications The research findings would aid managers in drafting a comprehensive response strategy during and post COVID-19 world. This study results would help managers in addressing multiple concerns such as the sustainability of operations in the short-term through working capital management, the fulfillment of changing consumer needs through sustained innovation and business model alterations to ensure long term growth. The study enabled managers to prioritize necessary actions, ascertain the impact of strategic initiatives and build sustainable competitive advantage for long-term growth. Originality/value The novel coronavirus pandemic and the associated economic lockdown impacted firm strategies and this was one of the very first empirical studies regarding how firm-level short-term tactics and long-term strategies were getting reshaped. Traditionally, companies were prepared to handle localized disruptions but a crisis of such epic global proportions jeopardized most business. This study provided an extensive review of the short-term tactical and long-term strategic response perspectives adopted by Indian firms to absorb the impact of this unique crisis and expected recovery with renewed strength. This was one of the first research articles to provide an inter-theoretical perspective on the ongoing global pandemic. This integrated view of the possible impacts of firm-level strategic initiatives provided a detailed knowledge repository to design the crisis response capability of firms.