The Impact of Big Data Management Capabilities on the Performance of Manufacturing Firms in Asian Economy During COVID-19: The Mediating Role of Organizational Agility and Moderating Role of Information Technology Capability

Abstract

The main purpose of this study is to examine the impact of the big data management capabilities on the performance of manufacturing firms in the Asian Economy during coronavirus disease 2019 (COVID-19). In addition to this, this study is also planned to examine the mediating role of organizational agility in the relationship between the big data management capabilities and the performance of Chinese manufacturing firms during COVID-19. Last, this study has examined the moderating role of information technology capability in the relationship between the big data management capabilities and performance of Chinese manufacturing firms during COVID-19. This study adopted the quantitative method of research with a cross-sectional technique. This study employed a questionnaire to gather the data as a research instrument. This study has used the purposive sampling method by keeping in mind the context of this study. Employees of the Chinese SMEs that were at least 10 years old were the population of this study. The research model was being analyzed by employing the “partial least squares” technique through statistical software the Smart PLS version 3. The results are in line with the proposed hypothesis. This study contributed to the literature by suggesting characteristics that promote or prevent the organization from successfully implementing big data and pointed out that showing resistance in information management system implementation may have different effects on the organization. Besides, the study also discussed the relationship between such information systems and the organization. Findings of these two factors provide insights for the practitioners and researchers in assessing the success or failure of organizations for using big data.

Organizational agility enabled by big data analytics: information systems capabilities view

“…, 2022). Lastly, Zhang and Li (2022) leveraged real options theory to conceptualize two types of agility, sensing and responding agility, as option investments.…”

“…With such knowledge embedded, organizations can use BDA more advantageously. BDA competency, therefore, can help organizations achieve organizational agility by processing real-time external information, facilitating cross-department communication, and offering efficient knowledge storage and retrieval (Zhang and Li, 2022).…”

“…Also, disruptive innovation theory was deployed to explain how big data positively affect the product, process discovery, and productivity of data-centric innovation (Sultana et al, 2022). Lastly, Zhang and Li (2022) leveraged real options theory to conceptualize two types of agility, sensing and responding agility, as option investments.…”

“…With such knowledge embedded, organizations can use BDA more advantageously. BDA competency, therefore, can help organizations achieve organizational agility by processing real-time external information, facilitating crossdepartment communication, and offering efficient knowledge storage and retrieval (Zhang and Li, 2022). 4.2 IS capabilities We adopted IS capabilities view because, based on a systematic literature review, we found that there are three types of IS capabilities (inside-out, outside-in, and spanning capabilities) which could effectively consolidate prevalent variables contributing to agility and that BDA competency can facilitate these three IS capabilities.…”

EXAMINING THE ROLE OF BUSINESS ANALYTICS CAPABILITY IN FIRMS' AGILITY & PERFORMANCE: EVIDENCE FROM MANUFACTURING SECTOR

“…Studies also clearly show that companies obtaining exact and timely intelligence that exhibit higher levels of proficiency in the decision-making that leads to enhanced the results (Wamba, 2022). As such, it is widely recognized that top-notch information quality empowers an organization with the required agility necessary to promptly and fittingly adapt to continuous changes in the customer demands and market development (Ong & Tan, 2022;Zhang & Li, 2022).…”