Impacts of big data analytics management capabilities and supply chain integration on global sourcing: a survey on firm performance

Abstract

Purpose This study aims to show that management with big data analytics capability can achieve more advantages of the global sourcing process. Furthermore, this study using its conceptual attitude model aims to show that big data analytics management capability leads to an increase in firm performance by the mediating role of integration. Design/methodology/approach Using an online questionnaire, 158 managers from 13 Iranian companies taking advantage of the global sourcing process were surveyed. The validity of the hypotheses was evaluated using partial least squares based on structural equation modeling (PLS method). Findings The results of the study showed that big data analytics management capability has a positive impact on global sourcing and firm performance directly, and by the mediating role of integration. Originality/value Previous studies have carefully addressed the role of big data and big data analytics in firms. However, this is among a few studies addressing the role of big data analytics capability, especially management capability, in improving firms’ performance. The results of this study shed light on the fact that how global sourcing takes the best advantage of big data analytics management capability for better accomplishment of organizations’ duties. The results of this study also disclose how big data analytics management capability helps organizations with their performance and bring benefits to their units.

Investigating the relationship between digital technologies, supply chain integration and firm resilience in the context of COVID-19

“…Therefore, digital technologies promote the development of internal, supplier and customer integration. As shown in prior studies, manufacturing firms’ adoption of advanced digital technologies, such as big data analysis (Razaghi & Shokouhyar, 2021 ), cloud computing (Manuel Maqueira et al, 2019 ) and the IoT (de Vass et al, 2018 ), has shown a stronger willingness to integrate internal functions and the supply chain, and their actual level of suppliers, customers and internal integration is also higher.…”

“…For instance, the IoT has been found to render firms more proficient in data collection and information sharing, thus enhancing their supply chain integration ability (de Vass et al, 2018 ). Big data analytics have also been found to positively affect the level of supply chain integration by providing greater transparency of supply chain processes, completing responsibilities for different tasks in the organization, and improving organizational relationships and working relationships (Razaghi & Shokouhyar, 2021 ). In summary, digital-based supply chain integration helps to realize relational integration and structural integration, which are of great significance for integrated operations management (Lee, 2021 ).…”

“…As an attempt to bridge the above-discussed research gaps, this study posits that the impact of digital technologies on firm resilience can be realized through supply chain integration, including internal integration, customer integration and supplier integration. The literature has proved the role of digital technologies in enhancing internal functional coordination and upstream and downstream supply chain integration (de Vass et al, 2018 ; Novais et al, 2019 ; Razaghi & Shokouhyar, 2021 ). While internal integration realizes efficient internal process efficiency and reduces the likelihood of disruption through cross-functional cooperation, supplier and customer integration facilitates organizational responses to market changes, strengthens the transparency of the supply chain system and manages unforeseen risks by cooperating and coordinating with upstream and downstream partners (Wong et al, 2011 ; Vanpoucke et al, 2017 ; Piprani et al, 2020 ; Chunsheng et al, 2020 ).…”

Business Analytics and Firm Performance: A Literature Review

“…Several of the reviewed articles develop and empirically test research models that combine business analytics capability with different valuable, rare, and difficult to imitate resources and capabilities, which have theoretically significant roles in translating business analytics into improved firm performance. For instance, recent research highlights the complementary roles of dynamic capabilities (e.g., Wamba et al, 2017;Mikalef et al, 2020), business strategy alignment (Akter et al, 2016;Wamba et al, 2019), organizational culture (Behl, 2020;Upadhyay and Kumar, 2020), information technology capital, educated workers, high flow-efficiency production workplaces (Brynjolfsson et al, 2021), knowledge management (Ferraris et al, 2019, Shabbir andGardezi, 2020), ambidexterity (Božič and Dimovski, 2019;Rialti et al, 2019;Aljumah et al, 2021), big data analytics management capabilities (Razaghi and Shokouhyar, 2021), and resource orchestration and circular economy implementation (Kristoffersen et al, 2021). In addition, business analytics positively influences firm performance through mediating outputs, such as informational benefits (Asadi Someh and Shanks, 2015), information quality (Ashrafi et al, 2019), technological innovation (Saleem et al, 2019), product and process innovation (Saleem et al, 2020), dual innovations (Su et al, 2020), sustainable product development (Ali et al, 2020), business process performance (Aydiner et al, 2019), business decision making (Chatterjee et al, 2021), and functional performance (Torres et al, 2018).…”

The impact of big data analytics capability on green supply chain integration: an organizational information processing theory perspective

“…First, we propose that BDAC positively affects green supplier integration. By integrating suppliers into green practices, the focal firm may suffer different challenges such as choosing between different suppliers, incompatible goals and aspirations and inter-organizational conflict, which add complexity and uncertainty in green supplier integration (Cai et al ., 2020; Razaghi and Shokouhyar, 2021). According to OIPT, building BDAC enables the focal firm to gather and process green-related information collected from its suppliers and to improve the quality of environmental information sharing (Cai et al ., 2020; Razaghi and Shokouhyar, 2021), which may effectively diminish the risks and challenges of uncertainties and information asymmetry.…”