Enhancing big data analytics capabilities: the influence of organisational culture and data-driven orientation
- Autores: Maria Orero Blat
- Directores de la Tesis: Daniel Palacios Marqués (dir. tes.), Antonio Luis Leal Rodríguez (dir. tes.)
- Lectura: En la Universitat Politècnica de València ( España ) en 2023
- Idioma: español
- Tribunal Calificador de la Tesis: Gabriela Ribes Giner (presid.), Arturo Calvo-Mora (secret.), Gabriele Santoro (voc.)
- Programa de doctorado: Programa de Doctorado en Diseño, Fabricación y Gestión de Proyectos Industriales por la Universitat Politècnica de València
- Materias:
- Enlaces
- Tesis en acceso abierto en: RiuNet
- Resumen
The general objective of the research carried out in this doctoral thesis is to analyse the importance of the transformative power of big data analytics through big data analytical capabilities in the Spanish context of small and medium-sized enterprises.
The context of digital transformation has reshaped the way of doing business in organisations due to the complexity and uncertainty of the environment, the emergence of digital native companies, the introduction of new technologies and the increased competitiveness of markets. Whilst the implementation of technology and digital infrastructures has been covered in the academic literature in recent years, there are significant challenges at the human level due to the changing context of work, leadership and the skills needed to compete successfully today. People, not technology, are at the heart of digital transformation and any resulting organisational change must priorise them.
Many companies that invest in technologies such as big data are unable to extract the value that big data can offer through data analytics, and therefore do not use it to make valuable decisions for the organisation that lead to increased performance. They have underdeveloped big data analytical capabilities, which are necessary to take advantage of digital transformation and promote the effective implementation of new technologies. From this problem the importance of knowing the background of big data analytical capabilities and their effect on them is derived, in order to achieve a real impact on organisational performance.
On the one hand, organisational culture has been identified as a barrier or booster of change for an effective digital transformation. This requires the implementation of new ways of working and the acquisition of appropriate skills and knowledge to enable data-driven decision making. It is therefore essential that the organisational culture promotes and encourages the promotion of big data analytical capabilities and digital transformation.
On the other hand, the role of the CEO of the organisation, and his or her data-driven strategic vision to incentivise, lead and motivate change towards digital transformation is highlighted. The role of the top management is crucial to motivate a cultural change that allows to see digital transformation and big data analytics capabilities as instruments to achieve superior outcomes (i.e., improved competitiveness, performance, value creation and increased reputation and people satisfaction). Therefore, the CEO must have a strong commitment to digital transformation and a data-driven orientation to make decisions and settle the strategy for the entire organisation.
Among the conclusions of the study, the positive and significant relationship of big data analytics capabilities with digital transformation and organisational performance through innovation are highlighted. This thesis points out the importance of organisational culture and data orientation, as well as an appropriate level of digital maturity, as antecedents to big data analytics capabilities. Finally, the various cultural archetypes are analysed to highlight that a digital, hierarchical or adhocratic culture favours the creation of analytical capabilities and therefore enhances the digital transformation process.
From the conclusions, some practical implications are derived, such as the need to invest in training people in digital and analytical skills and capabilities, the key role of the manager in achieving a successful digital transformation and leveraging technological investment. Finally, the importance of cultural diagnosis and the development of a cultural change plan aligned with the strategic objectives for digital transformation is highlighted, and practical recommendations are settled.
