Aug 2026· International Journal of Operations & Production Management· 0 citations· 102 references
TL;DR
Evidence is presented showing that DA impacts firm performance primarily through the enhancement of capabilities for process and product innovation, in line with sociotechnical systems (STS) theory, and moderated mediation analyses show that the value created from DA is contingent upon the presence of employee involvement practices including empowerment, development and team orientation.
Abstract
Despite high expectations about the benefits of data analytics (DA), our understanding of the mechanisms that drive value creation from the implementation of DA in firms remains incomplete. While some studies have suggested that innovation prowess, human resources and operational capabilities are pieces of the puzzle of DA effectiveness, how these pieces fit together remains an open question. In this research, we study the mechanisms that explain value creation through DA implementation in firms, focusing on the use of DA in operations management.
We empirically address this question by analyzing firm-level data from the European Company Survey (ECS) 2013 (19,470 managers) and 2019 (18,616 managers and 1,848 employees), covering 28 European countries. We conduct four sets of robustness tests: (1) comparisons of results among the three subsamples (2013-manager, 2019-employee and 2019-manager); (2) multiple endogeneity checks; (3) alternative model specifications and (4) alternative model assessments.
We present evidence showing that DA impacts firm performance primarily through the enhancement of capabilities for process and product innovation. Further, in line with sociotechnical systems (STS) theory, our moderated mediation analyses show that the value created from DA is contingent upon the presence of employee involvement practices including empowerment, development and team orientation.
This research integrates DA, innovation capabilities and employee involvement within an STS framework to explain firm performance, using three large-scale, cross-sectional European datasets, going beyond the conceptual and empirical examination of DA in prior studies.
The goal of the study is to examine the effects of Knowledge Management and Open Innovation on the performance of SMEs in the context of Greater Jakarta, where conventional large-firm advice has dubious value due to complex financing frictions, informal competition, and repeated external shocks. The survey results (258 respondents from SMEs) analyzed using the SEM-PLS model show that KM and OI both positively affect firm performance, but the differences are substantial (KM β = 0.167; OI β = 0.027). It not only calls into question the seemingly uncritical celebration of openness as an intrinsic performance lever for SMEs, but also implies that effective collaboration outside the SMEs needs to precede the development of internal knowledge capabilities. Its novelty lies in the one-of-a-kind institutional context of Greater Jakarta Jabodetabek, which embodies a quest for performance that addresses four dimensions and targets for goal attainment across profitability, growth, operational efficiency, and crisis resilience. Put simply, results inform policymakers and SME managers about the importance of establishing codification and sharing practices rather than focusing on open innovation platforms. This result runs counter to the prevailing discourse on digital connectivity. On the theory, it supports the contingent RBV by showing that when absorptive capacity is underdeveloped, openness yields diminishing returns.
Unknown authors· International Journal of Sma...· 0 citations
This study aims to explore the moderating role of organizational culture, innovation and strategic alignment in the relationship between big data analytics capabilities (BDAC) and firm performance within emerging economy contexts. In addition, it examines the configurational effects of BDAC, organizational culture, innovation and strategic alignment in driving both high and low levels of firm performance, offering a nuanced understanding of how these factors interact to influence organizational outcomes.
Data from 482 Sri Lankan executives and IT professionals (e.g. CEOs, CIOs, data scientists) across industries were collected via multi-frame sampling and analyzed using partial least squares structural equation modeling. In addition, fuzzy set qualitative comparative analysis (fsQCA) was used to identify causal configurations or synergistic combinations of factors that most effectively explain the firm performance.
Findings reveal that the organizational culture and dual innovation strengthens the relationship between BDAC and firm performance. Furthermore, fsQCA results uncovered multiple sufficient and consistent causal configurations associated with both high and low levels of firm performance, underscoring the value of a configurational perspective.
Aligning BDAC with innovation and market-oriented strategies improves adaptability, trend forecasting and operations. Fully realizing its potential requires fostering a supportive organizational culture and agile strategies.
This study offers a unique contribution by examining the moderating effects of organizational culture, innovation and business-strategy alignment, thereby providing valuable insights for strengthening BDAC ecosystems in resource-constrained settings. Moreover, it adopts the structural–configurational approach, integrating both variable-centered and case-oriented perspectives.
Sasiraj Shanmugasundaram, Ambegoda Thanuja D., Kajenthiran Konalingam et al.· Journal of Asia Business Stu...· 0 citations
This study aims to address limited understanding of how multiple organizational determinants work together to explain performance outcomes among software-as-a-service (SaaS) providers by clarifying how these determinants align with sensing, seizing and transforming.
H. Lee, M. Matanda· Journal of Business & In...· 0 citations
Individuals play a decisive role in Corporate Entrepreneurship (CE). However, organizational decision-makers face challenges in integrating them effectively. Digital human resource management (dHRM) enables organizations to analyze and control individual determinants beyond core functions, including those relevant to CE. Yet a foundational understanding of this connection remains lacking in both practice and theory. This study addresses this issue and aims to understand how dHRM can contribute along the CE process.
Given its novel, exploratory nature and reliance on prior related insights, the study adopts a flexible pattern-matching approach based on semi-structured interviews with 31 experts from CE and HR. Consequently, it first derives theoretical patterns from the existing literature and then matches and enriches them with empirical findings using a grounded theory approach.
Findings indicate that CE activities can benefit from dHRM contributions in various ways, including ideation, planning and execution. Several tools and analytics approaches enable more holistic and objective decisions, process optimization and the effective use of human capital in the CE context. Organizational decision-makers could thus consider a more integrated approach between CE and HR, based on new digital technologies, within their own setups.
This study contributes to the CE discourse by advancing a process and mechanisms perspective through the specific integration of dHRM. By doing so, it establishes a foundational connection between the two related functions, which are often analyzed and managed separately, and offers CE practitioners several starting points for their own consideration and future decisions.
Merle S. Jahnke, L. Kaiser, Dominik K. Kanbach· Management Decision· 0 citations
This study addresses three underexplored areas in environmental, social and governance (ESG) performance research: (1) how outside-in capabilities (i.e. market-sensing, absorptive and adaptive) enable stakeholder pressures into implementable ESG strategies and execution, (2) the limitations of symmetric regression models in identifying causal asymmetry and equifinal pathways and (3) the lack of investigation into short-term, customer-facing outcomes such as sales performance, despite their growing managerial relevance in ESG assessment.
A dual-method approach integrates hierarchical regression and fuzzy-set qualitative comparative analysis (FsQCA) using survey data from 497 US manufacturing firms. This design captures both average effects and configurational patterns, offering a nuanced understanding of ESG-capability interactions on sales performance.
Regression results show that environmental and social activities positively affect sales performance, whereas governance activities alone have a negative effect that turns positive when coupled with strong outside-in capabilities. FsQCA identifies five distinct ESG-capability configurations, revealing multiple equifinal paths to high sales performance across different resource and market contexts.
This study contributes to the ESG literature by proposing an ESG-outside-in capabilities interaction model and revealing various pathways through which ESG activities impact short-term performance combined with outside-in capabilities. This study provides actionable guidance for firms aligning ESG initiatives with strategic capabilities to optimize sales outcomes.
J. Whang, Jong-Ho Lee, Woojung Chang· Management Decision· 0 citations
The review synthesizes the performance improvements, operational efficiencies, and strategic advantages that stem from Q4.0 initiatives, providing a structured foundation for future research examining the strategic impact of digital quality management.
