Business leadership through analytics

Apté, Chidanand; Dietrich, Brenda; Fleming, Marianne

doi:10.1147/jrd.2012.2214555

Cited by 5 publications

(3 citation statements)

References 9 publications

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“…However, when data and information are widely accessible in real-time, the power balance shifts [37] away from executives who may have years of experience. Thus, when organisations provide more people with access to knowledge through big data analytics, power is distributed more equally, empowering the organisation [36,38,86,87]. Malone [58] observed that balancing top-down control with bottom-up empowerment is increasingly important.…”

Section: The Role Of Big Data Analytics For Businessmentioning

confidence: 99%

Avoid being the Turkey: How big data analytics changes the game of strategy in times of ambiguity and uncertainty

Rijmenam

Erekhinskaya

Schweitzer

et al. 2019

Long Range Planning

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Section: The Role Of Big Data Analytics For Businessmentioning

confidence: 99%

Avoid being the Turkey: How big data analytics changes the game of strategy in times of ambiguity and uncertainty

Rijmenam

Erekhinskaya

Schweitzer

et al. 2019

Long Range Planning

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“…Similarly, well-known names from Fortune 500 and blue-chip organizations are going to adopt TL and KM mechanisms for OL and innovative performance outcomes through OL, i.e. Microsoft, IBM, Samsung and Apple (Apte et al, 2012;Hagiu and Wright, 2015;Lussier and Achua, 2015). Based on these grounds, the following hypothesis is drawn: H1.…”

Section: Literature Review Organizational Learning and Transformational Leadershipmentioning

confidence: 99%

Organizational learning through transformational leadership

Imran

Ilyas

Aslam

et al. 2016

TLO

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Purpose The transformation of firms from resource-based-view to knowledge-based-view has extended the importance of organizational learning. Thus, this study aims to develop an organizational learning model through transformational leadership with indirect effect of knowledge management process capability and interactive role of knowledge-intensive culture. Design/methodology/approach Different statistical analyses were done to check the direct, indirect and interactive effects on 204 valid responses. Findings The results are clearly depicting that transformational leadership has significant positive impact on organizational learning and knowledge management process capability, and partially mediates the relationship between transformational leadership and organizational learning. Additionally, knowledge-intensive culture has strengthened the relationship between transformational leadership and knowledge management process capability. Originality/value This is an overarching and unique conceptual model. After examining the importance of organizational learning in the context of innovative ability, competitive advantage, creativity and organizational performance, management has to initiate steps to induct transformational leaders, develop knowledge-intensive culture and introduce knowledge management processes to boost learning environment in organizations.

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“…In particular despite an organisational history of 50+ Table 3, while the quantitative skill requirements of OR analysts were similar to those identified from previous surveys. In fact the survey evidence suggests that, at least as far as INFORMS members were concerned, some of the standard techniques such as simulation and optimization, mentioned in the Apte et al (2012) definition, were not thought particularly important. However, the rankings were based on respondents familiar with both topic areas.…”

Section: Reversing the Natural Drift -Can The Analytics Movement Help?mentioning

confidence: 99%

Reassessing the scope of OR practice: The Influences of Problem Structuring Methods and the Analytics Movement

Ranyard

Fildes

2015

European Journal of Operational Research

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This paper argues that if OR is to prosper it needs to more closely reflect the needs of organizations and its practitioners. Past research has highlighted a gap between theoretical research developments, applications and the methods most frequently used in organizations.The scope of OR applications has also been contested with arguments as to the expanding boundaries of OR. But despite this, anecdotal evidence suggests that OR has become marginalized in many contexts. In order to understand these changes, IFORS (International recently emerged, capitalizing on the 'Big Data revolution'. These developments present both a threat to and an opportunity for the OR community. This paper reviews these developments from an OR practice perspective and suggests how the OR community should respond in order to ensure long term survival.

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Business leadership through analytics

Cited by 5 publications

References 9 publications

Avoid being the Turkey: How big data analytics changes the game of strategy in times of ambiguity and uncertainty

Avoid being the Turkey: How big data analytics changes the game of strategy in times of ambiguity and uncertainty

Organizational learning through transformational leadership

Reassessing the scope of OR practice: The Influences of Problem Structuring Methods and the Analytics Movement

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