Value creation through big data application process management: the case of the oil and gas industry

Abstract

Purpose The purpose of this study is twofold: to investigate the role of big data in firms’ co-knowledge and value creation and to understand the underlying drivers behind value creation through big data in the oil and gas industry by underscoring the role of firms’ capabilities, trends and challenges. Design/methodology/approach Following an inductive approach, semi-structured interviews were conducted with senior managers and analysts working in oil and gas companies across eight countries. The data collected from these key informants were then analysed using the qualitative data analysis software ATLAS.ti. Findings Value creation through big data is an important factor for enhancing performance. It has a positive impact on both tangible (organisational performance) and intangible (societal) aspects depending on the context. Oil and gas companies understand the importance of big data to creating value in their operations. However, implementing and using big data has been problematic. In this study, a framework was developed to show that factors such as the shortage of data experts, poor data quality, the risk of cyber-attacks and unsupportive organisational cultures impede its implementation and utilisation. Research limitations/implications The findings from this study have implications for managers and executives implementing big data and creating value across various data-intensive industries. The research findings, are contextual, however, and should be applied cautiously. Originality/value This study contributes to the value creation literature in the big data context. The findings identify the key areas to be considered for the effective implementation and utilisation of big data in the oil and gas sector. This study addresses a broad but under-explored issue (i.e. knowledge creation from big data and its implementation) and strengthens the academic debate within this research stream.

Supply chain management in the era of circular economy: the moderating effect of big data

“…Moreover, adopting circular economy principles along the supply chain requires the acquisition, elaboration and use of adequate information and knowledge to implement the desired changes in business operations effectively (Gupta et al , 2019; Sumbal et al , 2019). Disruptive technologies, such as the Internet of things, big data analytics and artificial intelligence, are affecting the way supply chain managers make strategic and operational decisions (Forbes Insights, 2018).…”

Organizational learning and value creation in local governance: the mediating role of crowdsourcing

“…Value creation may depend on the industry (Sumbal et al, 2019), and the adopted scale has not been used in the context of public organizations. Before hypotheses testing, we performed exploratory factor analysis (EFA) to measure construct validity (Hair et al, 2006).…”

The big data-business strategy interconnection: a grand challenge for knowledge management. A review and future perspectives

“…In the context of value co-creation strategies, further studies are needed to investigate new ways to formulate effective OI strategies considering both consumer privacy and company's intellectual property defence (Del Vecchio, Di Minin, et al, 2018). For instance, it could be interesting to investigate causes and effects of uncontrolled external BD and knowledge sharing and which variables and instruments could help to limit strategic knowledge leakage that would result (Sumbal et al, 2019). With regard to UCI strategies, it may be appropriate to investigate the implications related to the phenomenon of 'overresponding', i.e.…”

“…A first future research avenue could deepen the issue of BD impact on the structure and functioning of KM systems and, consequently, on business processes. This firstly requires a deeper examination of the Red cluster: Big data, personalisation and co-creation strategies Investigate the consequences deriving from the fragmentation of marketing activities on the collaboration and division of responsibilities between chief data officer and chief marketing officer on corporate competitiveness Quinn et al (2016); Sleep and Hulland (2018) Examine the drawbacks of using UGBD in the implementation of 'user-centred' innovative strategies Arthur and Owen (2019); Zhou et al (2018) Explore big data's impact on the formulation and evaluation of co-creation engagement strategies Seek solutions to the openness paradox Del Vecchio, Di Minin, et al (2018); Sumbal et al (2019) influence of BDA on information systems and technological platforms to investigate, for example, how much BDA adoption affects the company market sensing capacity (Richey et al, 2016) and how the tensions arising from the incorporation of external, mainly explicit, 'big knowledge' into organisational contextual knowledge (whose nature is mainly tacit) can be managed and limited (Pauleen and Wang, 2017;Sumbal et al, 2017). Secondly, the impact of BDA on business process management practices should be explored to identify the organisational structure configurations that are capable of optimising the coordination and interconnection between business processes and a profitable use of the insights extracted from BD through adequate DSS (Brinch, 2018).…”

“…capable of opening the black box of value creation paths starting from big data analytics capabilities Mamonov and Triantoro (2018); Wang et al (2018) Green cluster: Big data and knowledge management Deepen the interrelationships between knowledge management processes and big data value chain phases Harlow (2018); Landaeta Olivo et al (2016); Le Dihn et al (2018); Pauleen and Wang (2017); Sumbal et al (2017) Examine the synergies and limitations of big data analytics compared to other decision-making methods and tools Aversa et al (2018); Xu et al (2016) Explore enablers (in terms of tools and organisational factors) capable of strengthening collaboration and knowledge sharing inside and outside the company Moore (2017); Romanelli (2018)Seek solutions to the openness paradoxDel Vecchio, Di Minin, et al (2018);Sumbal et al (2019) …”