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The explosive growth in the number of digital tools utilized in everyday learning activities generates data at an unprecedented scale, providing exciting challenges that cross scholarly communities. This paper aims to provide an overview of learning analytics (LA) with the aim of helping members of the information and learning sciences communities understand how educational Big Data is relevant to their research agendas and how they can contribute to this growing new field.

Highlighting shared values and issues illustrates why LA is the perfect meeting ground for information and the learning sciences, and suggests how by working together effective LA tools can be designed to innovate education.

Analytics-driven performance dashboards are offered as a specific example of one research area where information and learning scientists can make a significant contribution to LA research. Recent reviews of existing dashboard studies point to a dearth of evaluation with regard to either theory or outcomes. Here, the relevant expertise from researchers in both the learning sciences and information science is offered as an important opportunity to improve the design and evaluation of student-facing dashboards.

This paper outlines important ties between three scholarly communities to illustrate how their combined research expertise is crucial to advancing how we understand learning and for developing LA-based interventions that meet the values that we all share.

The core purpose is to offer a framework that integrates key insights from the literature on knowledge creation, learning and problem solving in conjunction with mapping of customer needs into a closed loop model of knowledge processes in a manufacturing environment.

Based on review of literature on knowledge creation and synthesis of a conceptual model that connects the life‐cycle of knowledge and know‐how with core product and business processes of a manufacturing company. Specification of requirements and design of a managerial dashboard are illustrated with a case of a medium‐sized manufacturing company.

The paper presents properties of knowledge and know‐how creation processes in manufacturing environment and proposes the integrated model of those processes. Furthermore, the paper recommends a four‐stage approach that can be utilized to create a firm‐specific knowledge management system. The model is applied for design of a managerial dashboard system for manufacturing company.

Although the model conceptualized is generic, it will benefit from additional applications in different manufacturing settings. Further research has been planned.

For practising managers, the model facilitates productive thinking to integrate knowledge and know‐how generation that is a consequence of business problem solving and knowledge accumulation and dissemination infrastructure. A new integrated model of those processes is proposed and used for the design of the managerial dashboard.

This paper aims to focus on the value of marketing dashboards, a key area of interest for scholars and practitioners. This study examines two critical outcomes of marketing dashboards: marketing strategy implementation speed and market information management capability. Additionally, the research analyzes the impact of the firm’s internal structure on the relationship between marketing dashboards and the outcomes.

A conceptual model grounded in the knowledge-based view of the firm is tested. The research uses survey data collected from marketing professionals employed within business-to-business firms. Data from the key informants are analyzed using structural equation modeling.

The results demonstrate that marketing dashboards are significantly related to marketing strategy implementation speed and market information management capability. Centralization exhibits a negative moderating effect, and formalization exhibits a positive moderating effect on the relationship between marketing dashboards and marketing strategy implementation speed. Marketing strategy implementation speed and market information management capability are related to market performance.

Through the examination of main and moderating relationships, this paper demonstrates that marketing strategy implementation speed and market information management capability are key integration mechanisms that leverage the marketing dashboard resources.

The purpose of this paper is to explore the managerial decision-making challenges of the use of data from online and offline customer data flooding into firms and managed through interactive dashboards. The paper provides insights into how managers within the hotel sector both manage and use the data as a core tool in discussions with finance managers/directors during negotiation on critical marketing investments.

The research design followed a multiple-case study design of five market-orientated hotels, which were selected as high performing data and dashboard users. Across each case company multiple informants were interviewed and shadowed, including marketing managers, general managers and finance managers/directors. There was also an in-depth investigation of the collection, dissemination and particularly use of traditional market research data and online data from social media sites, web sites and web and mobile analytics. This was augmented by a study of the customized, off site managed interactive databases, in use in all case companies.

This paper identifies managerial challenges experienced by general managers, marketing and financial managers using digital customer data. It investigated the power of the customer voice internally and found that unstructured qualitative data had greater visibility and usage once supported by a financial imperative. It also found that the use of interactive dashboards were a powerful manifestation of data technology use and increased marketing’s visibility, power and accountability within the firm.

The paper provided a limited hotel perspective which impacts on generalizability. The findings should be tested quantitatively to ascertain their validity across a wider sector of businesses and operations. Though multiple site and cross-functional research adds value, one site might have provided more depth.

This paper reveals that managers need support in terms of time, resources and personnel to manage the flood of information into their organizations. It also suggested that general and marketing managers need to develop the skills to interpret the data for decision-making, so that the financial implications are understand.

Most social media studies within the hotel sector focus on the impact of social media reviews on consumer purchasing processes and/or on how managers communicate online with consumers. This paper takes an internal managerial perspective on data use for decision-making. This paper expands our understanding of marketing strategic decision-making through an in-depth exploration into how cross-functional decision-making uses contemporary customer data.

Dashboards and scorecards are widely‐deployed performance management tools, but are often ineffectively used. Properly designed, developed, and deployed strategic dashboards can cut through clutter, provide incisive strategic insight, improve decision‐making, and enhance both alignment and implementation performance. This article seeks to identify common pitfalls in strategic dashboard design and use, and then recommend guidelines for improving dashboard design, scope, use and impact.

The paper is based on hands‐on development of dashboards and strategy implementation programs for hundreds of clients across multiple sectors; complemented by operating experience managing strategic implementation and dashboard/measurement systems for high‐growth, complex organizations.

Key steps include developing a process that prioritizes indicators, includes key stakeholders, incorporates management analysis and judgment, favors rich data display using a common visual and quantitative language, and systematizes consistent dashboard use and dissemination.

Careful attention to dashboard content, form, process, and politics will help leaders strategically manage performance. Properly designed, dashboards can effectively focus senior teams on strategic issues, and catalyze strategic action.

This perspective from a practitioner identifies pitfalls and guidelines for maximizing the value and reach of dashboards, gleaned from experience across multiple industries and sectors.

The purpose of this paper is to take a student-centred perspective to understanding the range of ways that students respond to receiving information about their learning behaviours presented on a dashboard. It identifies four principles to inform the design of dashboards which support learner agency and empowerment, features which Prinsloo and Slade (2016) suggest are central to ethical adoption of learning analytics.

The study involved semi-structured interviews with 24 final-year undergraduates to explore the students’ response to receiving dashboards that showed the students’ achievement and other learning behaviours.

The paper identifies four principles that should be used when designing and adopting learner dashboards to support student agency and empowerment.

The study was based on a small sample of undergraduate students from the final year from one academic school. The data are based on students’ self-reporting.

The paper suggests that these four principles are guiding tenets for the design and implementation of learner dashboards in higher education. The four principles are: designs that are customisable by students; foregrounds students sense making; enables students to identify actionable insights; and dashboards are embedded into educational processes.

The paper’s originality is that it illuminates student-centred principles of learner dashboard design and adoption.

This work analyzes a pharmaceutical supply chain (PSC) in terms of supply chain visibility (SCV). The current good distribution practice (GDP) guideline demands increased visibility from firms. The purpose of this paper is to propose a solution for SCV enhancements based on automatic identification (Auto-ID) technologies.

The authors qualitatively analyze data from ten case studies of actors in a PSC. A review of Auto-ID technologies supports the derivation of solutions to enhance SCV.

This work shows that the functionalities of Auto-ID technologies offered by current practical monitoring solutions and challenges created by the GDP guideline necessitate further SCV enhancements. To enhance SCV, the authors propose three solutions: securPharm with passive radio frequency identification tags, transport containers with sensor nodes, and an SCV dashboard.

This study is limited to a PSC in Germany and is therefore not intended to be exhaustive. Thus, the results serve as a foundation for further analyses.

This study provides an overview of the functionality of Auto-ID technologies. In juxtaposition with the influence of the GDP guideline, the use of our Auto-ID-based solutions can help to enhance SCV.

This work analyzes a PSC in Germany, with consideration given to the influence of current legislation. Based on a multiple-case-study design, the authors derive three Auto-ID-based solutions for enhancing SCV.

To address the absence of Lean in transportation logistics in the digital era, this study aims to investigate the application of Lean transportation (LT) tools to reduce waste and facilitate the digital transformation of dedicated road transportation in the offshore industry.

The study adopts action research with a multimethod approach, including a scoping review, focus groups (FG) and participant observation. The research is conducted within the offshore supply chain of a major oil and gas company.

Implementing LT’s continuous improvement tools, particularly value stream mapping (VSM), reduces offshore transportation waste and provides empirical evidence about the intersection of Lean and digital technologies. Applying techniques drawn from organisational learning theory (OLT), stakeholders involved in VSM mapping and FGs engage in problem-solving and develop action plans, driving digital transformation. Waste reduction in loading and unloading stages leads to control actions, automation and process improvements, significantly reducing downtime. This results in an annual monetary gain of US$1.3m. The study also identifies waste related to human effort and underutilised digital resources.

This study contributes to theory and practice by using action research and LT techniques in a real intervention case. From the lens of OLT, it highlights the potential of LT tools for digital transformation and demonstrates the convergence of waste reduction through Lean and Industry 4.0 technologies in the offshore supply chain. Practical outputs, including a benchmarking questionnaire and a plan-do-check-act cycle, are provided for other companies in the same industry segment.