Business analytics: Why now and what next?

Acito, Frank; Khatri, Vijay

doi:10.1016/j.bushor.2014.06.001

Cited by 109 publications

(81 citation statements)

References 7 publications

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“…The generation of insights for new products and services was cited as value creation in 10 papers, representing 58.82% of the total being (Buhalis and Foerste, 2015;Zhou et al, 2015;Chang et al, 2015;Acito and Khatri, 2014;Opresnik and Taisch, 2015;Erevelles et al, 2015;Ziora, 2015;Akter and Wamba, 2016;Mezaour et al, 2014;Fawcett and Waller, 2014). Regarding the cost reduction, it was found that four papers were related to value creation, which represent 23.54% of the total.…”

Section: Discussionmentioning

confidence: 99%

“…It was observed that only two papers referred to the creation of value with the three simultaneous characteristics (Zhou et al, 2015;Acito and Khatri, 2014). Four other works cited value creation for improved decision-making and generating insights for improvement or generation of new products and services (Chang et al, 2015;Erevelles et al, 2015;Ziora, 2015;Akter and Wamba, 2016).…”

Section: Discussionmentioning

confidence: 99%

“…In a¯rst analysis, it was found that 13 out of 17 selected items were related to value creation as part of the improvement in decision-making processes, which represents 76.47% of the papers (Seker and Eryarsoy, 2015;Zhou et al, 2015;Chang et al, 2015;Acito and Khatri, 2014;Ngo et al, 2015;Erevelles et al, 2015;Ziora, 2015;Akter and Wamba, 2016;Junior et al, 2014;Fawcett and Waller, 2014;Moyes et al, 2015;Barnes et al, 2015;Koswatte et al, 2015;Zhou et al, 2015). The generation of insights for new products and services was cited as value creation in 10 papers, representing 58.82% of the total being (Buhalis and Foerste, 2015;Zhou et al, 2015;Chang et al, 2015;Acito and Khatri, 2014;Opresnik and Taisch, 2015;Erevelles et al, 2015;Ziora, 2015;Akter and Wamba, 2016;Mezaour et al, 2014;Fawcett and Waller, 2014).…”

Section: Discussionmentioning

confidence: 99%

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Value Creation in Big Data Scenarios: A Literature Survey

Furtado

Dutra

Macedo

2017

J. Ind. Intg. Mgmt.

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Abstract. Knowing how value creation is understood and managed by Big Data-based companies can be a key strategy to boost business. The typical process of identifying value creation in organizations is quite complex, since it involves internal and external factors to them. In Big Data scenarios, we should also consider the uncertainty about future processes of value creation, regarding the trends inferred by predictive analytics processes. Big Data environments operate in a scale of large volumes of parallel-processed data; and aim to generate relevant information that otherwise would be impossible for traditional systems, especially if we expect good performance of transaction speed and of coping with the extensive variety of data types, inherent to such environments. In order to properly identify and work with the idea of value in their businesses, Big Data-based companies have thus far more challenging hurdles to overcome. This paper proposes a survey of the creation of value in such environments. For this purpose, we undertook a theoretical study, which relied in a qualitative method approach of bibliographical, exploratory and descriptive nature. Finally, since this work is still on progress and it is not yet a conclusive proposal, we aim to compare our preliminary results to the typical perception of value creation, found in the literature.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

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Value Creation in Big Data Scenarios: A Literature Survey

Furtado

Dutra

Macedo

2017

J. Ind. Intg. Mgmt.

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“…For example, it is suggested that in order to use BA effectively, companies need to develop an "analytically driven strategy" (Davenport and Harris 2007), relevant business processes (Barton and Court 2012), or organizational structure (Acito and Khatri 2014;Gillon et al 2014).…”

Section: Conceptual Foundationsmentioning

confidence: 99%

“…Kiron et al (2014), for example, suggest that companies that use BA perform better than those that do not in creating competitive advantages and it is important for companies to step up the use of BA to make better business decisions thereby to create strategic value. Cao et al (2015), based on a sample of 740 UK businesses, demonstrate that BA positively influences decision-making effectiveness and in order to use BA effectively, organizations need to develop a data-driven environment reflected by an "analytically driven strategy" (Davenport and Harris 2007), relevant business processes (Barton and Court 2012), and organizational structure (Acito and Khatri 2014). …”

Section: Introductionmentioning

confidence: 99%

How do top- and bottom-performing companies differ in using business analytics?

Duan

2017

JEIM

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Purpose -Business analytics (BA) has attracted growing attention mainly due to the phenomena of Big Data. While studies suggest that BA positively affects organizational performance, there is a lack of academic research. This paper therefore examines the extent to which top-and bottom-performing companies differ regarding their use and organizational facilitation of BA.Design/methodology/approach -Hypotheses are developed drawing on the information processing view and contingency theory, and tested using MANOVA to analyze data collected from 117 UK manufacture companies.Findings -Top-and bottom-performing companies differ significantly in their use of BA, data-driven environment, and level of fit between BA and data-drain environment.Practical implications -Extensive use of BA and data-driven decisions will lead to superior firm performance. Companies wishing to use BA to improve decision-making and performance need to develop relevant analytical strategy to guide BA activities and design its structure and business processes to embed BA activities.Originality/value -This study provides useful management insights into the effective use of BA for improving organizational performance.

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Corporate Social Responsibility Informing Business Analytics: New Standards for Engagement and Performance

López-Fernández

2020

Entrepreneurship and Regional Development

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Business analytics: Why now and what next?

Cited by 109 publications

References 7 publications

Value Creation in Big Data Scenarios: A Literature Survey

Value Creation in Big Data Scenarios: A Literature Survey

How do top- and bottom-performing companies differ in using business analytics?

Corporate Social Responsibility Informing Business Analytics: New Standards for Engagement and Performance

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