Big Data

Schermann, Michael; Hemsen, Holmer; Buchmüller, Christoph; Bitter, Till; Krcmar, Helmut; Markl, Volker; Hoeren, Thomas

doi:10.1007/s12599-014-0345-1

Cited by 43 publications

(14 citation statements)

References 9 publications

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“…Recent research has shown that US firms continue to invest substantially in BI systems (Arnott et al 2017;Schermann et al 2014). Firms equipped with BI systems are better at aligning resources, which improves operational capabilities and performance outcomes.…”

Section: Introductionmentioning

confidence: 99%

The impact of business intelligence systems on profitability and risks of firms

Yiu

Yeung

Cheng

2020

International Journal of Production Research

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Researchers in the field of operations management (OM) have long advocated fact-based decisionmaking. The use of business intelligence (BI) systems represents a great opportunity for manufacturers to improve profitability and reduce firm risks. However, the actual business value of BI systems has remained highly controversial because integrating BI systems into production and manufacturing operations is difficult. In particular, the informational sources and operational use of BI systems require substantial internal support from employees and institutionalized incorporation of BI into operations. Using a sample of 278 manufacturing firms in the US that had used BI systems from 2005 to 2014, we examine the impact of BI systems on firms' profitability and risks. We show that firms improve their profitability and reduce risks in profit returns directly after the operational use of BI systems. Firms with superior employee relationships and higher process institutionalization (i.e., firms that are ISO 9000 certified) benefit more from the operational use of BI systems. We provide a resource orchestration perspective (ROP) of the resource-based view (RBV) of firms for the competitive advantage derived from the operational use of BI systems; and we ascertain the circumstances in which manufacturers are more likely to benefit from BI systems.

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Section: Introductionmentioning

confidence: 99%

The impact of business intelligence systems on profitability and risks of firms

Yiu

Yeung

Cheng

2020

International Journal of Production Research

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“…This decision tree can overlap; most of the criteria used are large and complicated in each predetermined input process. This result, of course, can increase the loading time by the amount of memory needed [17].…”

Section: Discussionmentioning

confidence: 99%

Analysis of Corona Virus spread uses the CRISP-DM as a Framework: Predictive Modelling

Rivai¹

2020

IJATCSE

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Corona Viruses (CoVs), which are indicated by sensory-positive RNA viruses, have a sign with a crown shape projected from the surface of the RNA genome to look very large, also have unique replication. Corona virus causes various diseases in mammals, birds ranging from enteritis in cattle, pigs, and chickens. Corona has problems such as respiratory diseases for infections in humans that cause death in infected R & D. In this study. We provide a brief introduction about Coronavirus that discusses the predictive results of spreading the Corona Virus to any country. We will also consider an outbreak of Coronavirus where the results we have found will find a solution for the future so that this virus does not spread widely to various countries.

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“…14. Apply big data analytics to produce insightful information about users, suppliers, and customers (Schermann et al, 2014;Elia et al, 2020).…”

Section: What Makes a Value Proposition Valuable?mentioning

confidence: 99%

What Makes Value Propositions Distinct and Valuable to New Companies Committed to Scale Rapidly?

Bailetti¹,

Tanev²,

Keen³

2020

TIM Review

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We focus in this paper on value propositions for external stakeholders created by new companies that are committed to scale, that is, to growing the amounts they are worth rapidly. For example, a company that grows its value from $0 to $1 billion in less than ten years is a company that scaled. Scaling company value is the guiding principle that these focal companies use to manage their internal affairs, as well as their interactions with external stakeholders. For these new companies, the value propositions that matter most are those that help them scale, and value proposition portfolios for their stakeholders are their most valuable assets. The purpose of this article is to identify (1) features that make a value proposition for an external stakeholder different from other new company resources, and (2) factors that make a value proposition beneficial to a new company committed to scale. Important contributions have been made to improve our understanding of the value proposition concept since it was first introduced in 1983 (Lanning & Michaels, 1988; Lanning, 2020). While these contributions have been widely discussed and cited (Goldring, 2017; Payne et al., 2017; Eggert et al., 2018; Wouters et al., 2018; Payne et al., 2020), we find it difficult to understand what the features are that make a value proposition distinct from other company resources, what the factors are that make a value proposition for external stakeholders valuable, and how new companies that wish to scale can costeffectively develop, communicate, and deliver value propositions. Most of the extant research on value propositions focuses on established companies, rather than new companies committed to scale. These studies implicitly assume that a company that can invest in refining or enhancing its value propositions already has an established customer base, distribution channels, One of the most valuable resources a company owns is the "portfolio of value propositions" to its diverse external stakeholders, such as customers, investors, and resource owners. In this article, we fill a gap in the value proposition literature by identifying features that make the value propositions of new companies different from other resources, along with factors that make them valuable. A value proposition is conceived as being what enables and improves business transactions between a new company and external stakeholders. We reason that two features in particular make value propositions of new companies distinct: (1) business transactions between a new company and one or more external stakeholders, and (2) investments to create and improve a new company's value propositions that enable business transactions. We provide a definition of "value proposition" and postulate that a value proposition will benefit a new company when it: (1) strengthens the new company's capabilities to scale; (2) increases demand for the new company's products and services; and (3) increases the number, diversity, and rapidity of external investments in the new company's value proposi...

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Big Data

Cited by 43 publications

References 9 publications

The impact of business intelligence systems on profitability and risks of firms

The impact of business intelligence systems on profitability and risks of firms

Analysis of Corona Virus spread uses the CRISP-DM as a Framework: Predictive Modelling

What Makes Value Propositions Distinct and Valuable to New Companies Committed to Scale Rapidly?

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