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The article's objective is to analyze the consequent factors of Big Data Analytics Capability for firms in the competitive scenario, using different analytical models.

The research had a quantitative approach, using a survey of data from firms located in the state of São Paulo – Brazil. Structural Equation Modeling (SEM) was used to validate the model.

The results reveal that all hypotheses were accepted. Business value was the construct that had the most explanatory power in the model. It is necessary to invest more in analytical tools, as well as people trained in the analysis of these models, in addition to a change of mindset, which will dictate the bias of the firm's strategic decision-making. The Big Data analysis is evident from firms' growing investments, particularly those that operate in complex and fast-paced environments.

The proposed theoretical model makes it possible to verify firms' analytical structure and whether they are better positioned to analyze customer data and information in real-time, generate insights and implement solutions to maintain and improve their market position.

The contribution of this article is to present a proposal to expand the research models in the literature that analyzed the direct and indirect relationship between “Big Data Analytics Capability” and “Product Innovation Performance”.

This paper aims to assess the impact of big data analytics capabilities (BDAC) on organizational innovation performance through process-oriented dynamic capabilities (PODC), as a mediator, as well as the moderating roles of organizational culture (OC) and management accountants, in this artificial intelligence (AI) era. This paper also aims to provide information on the emerging trends and implications of the abovementioned relationships by focusing on these relationships and interactions.

This exploratory study used the close-ended questionnaire approach based on the resource-based view and socio-materiality theories. This included sending questionnaires to top-level management, including Chief Financial Officer/Chief Executive Officers/Chief Information Officers (CFO/CEOs/CIOs), having an in-depth understanding of the concepts, practical applications and usage of big data as well as BDAC.181 valid questionnaire-based responses were analyzed using the partial least square structural equation modelling technique and bootstrapping moderated mediation method.

This study provides empirical insights into how BDAC impact innovative performance through PODC as well as the moderating effects of OC and management accountants. This involves a shift in focus from almost standardized approaches to developing BDAC without contextual focus on approaches that are much more heterogeneously related to each organization and hence are more focused on the context of the pharmaceutical industry.

The main aim of key research questions in this study is to increase the contributions of BDAC toward improving innovation performance in the presence of the abovementioned variables and relationships that exist between them. The chosen research approach can be improved by carrying out interviews with the top management to obtain more relevant and detailed information for developing a better understanding of the abovementioned relationships.

This study outlines how organizations that are developing BDAC approaches can focus on relevant factors and variables to help their initiatives and its role in organizational innovative performance. This will also help them develop sustainable competitive advantage in manufacturing concerns, specifically in the health industry, namely, the pharmaceutical industry.

This study investigated the effects and implications of big data on organizations in the AI era that aim to achieve innovation performance. At the same time, it provides an original understanding of the contextual importance of investing in BDAC development. It also considers the role of management accountants as a bridge between data scientists and business managers in a big data environment, especially in the pharmaceutical industry. The current study used first-time data from surveys involving CFOs, CEOs or CIOs of pharmaceutical companies in Pakistan and analyzed the proposed model using bootstrapping moderated mediation analysis.

This study proposes a digital humanitarianism dynamic capability (DHDC) paradigm that explores the direct effects of DHDC on disaster risk reduction (DRR) and the mediating effects of process-oriented dynamic capabilities (PODC) on the relationship between DHDC and DRR.

To validate the proposed model, the authors used an offline survey to gather data from 260 district magistrates in India managing the COVID-19 pandemic.

The results affirm the importance of the DHDC system for DRR. The findings depict that the impact of PODC on DRR in the DHDC system is negligible. This study can help policymakers in planning during emergencies.

Technological innovation has reshaped the way humanitarian organizations (HOs) respond to humanitarian crises. These organizations are able to provide immediate aid to affected communities through digital humanitarianism (DH), which involves significant innovations to match the specific needs of people in real-time through online platforms. Despite the growing need for DH, there is still limited know-how regarding how to leverage such technological concepts into disaster management. Moreover, the impact of DH on DRR is rarely examined.

The present study examines the impact of the dynamic capabilities of HOs on DRR by applying the resource-based view (RBV) and dynamic capability theory (DCT).

The system of information technology (IT)-oriented resources and processes that organizations need to develop to achieve operational agility remains unclear. The study research seeks to extend existing competency literature by incorporating the unique contextual nuances of the relationship between IT capabilities and operational agility.

Using a multi-method approach, this paper presents a theoretical framework of IT-enabled operations strategy that conceptualizes the role of IT capability in leveraging resources and processes for operational agility. Drawing on operations and information systems research, the authors advance that IT enables operational agility through two dimensions. From the perspective of a resource-based operations strategy, the authors explore the role of IT in resource-leveraging activities by investigating the nonlinear relationship between IT infrastructure and IT reconfiguration. From the perspective of a process-oriented operations strategy, the authors explore the role of IT in process-enhancing activities by investigating the nonlinear relationship between IT coordination and IT integration.

The study results, based on a sample of 113 organizations in Europe, Asia and North America, show that the interaction between IT infrastructure and IT reconfiguration positively influences operational agility, hence showing complementarity between the two constructs, while the interaction between IT coordination and IT integration negatively affects operational agility, hence indicating substitutability between the two constructs. A series of 62 interviews and a case study of Carrefour were further conducted to validate the field survey's results and to provide a finer grained explanation of the research model and quantitative findings.

The study findings offer an alternative explanation of the inconsistent relationship between IT capability and operational agility.

Although the concept of institutional entrepreneurship has been developed in the institutional theory literature to explain change in the normative context of organizations, little attention has been given to understanding what institutional entrepreneurs actually do to create change. The purpose of this paper is to begin to address this gap in the literature by drawing on the process, challenges, successes and lessons learned when a large multilateral organization (the United Nations Development Program) launched a new international multi‐stakeholder initiative to facilitate inclusive business development.

This case study gathered qualitative data through key informant interviews, participant observation and a review of project documents and e‐mail correspondence.

Drawing on institutional theory and the literature on dynamic capabilities, the research found that highly institutionalized organizations acting as institutional entrepreneurs need to manage two key tensions – legitimacy management and change process management – in order to influence change in their institutional fields.

This paper is the first to combine institutional theory and the dynamic capabilities literatures to understand the question What capabilities are required by organizations to succeed in changing their institutional fields?

The purpose of this paper is to develop and test a research model that looks at the direct impact of information technology (IT) capabilities on firm performance and the mediating effects of the information security management system (ISMS) on this relationship.

The study uses a hypothetico-deductive approach based on quantitative data collected from 136 surveyed professionals in the field of IS, IT and the related security environment.

The results confirm the direct impact of IT capabilities on firm performance and the mediating effects of ISMS on this relationship.

The study draws on the resource-based view theory to develop a model that assesses the direct impact of IT capabilities on firm performance and the mediating effects of ISMS on this relationship in Cameroon, a developing country in Africa.

Business process change (BPC) initiatives are complex endeavors, which require many different sets of capabilities from the organization (e.g. IT, change management, project management capabilities). This study aims to examine which capabilities matter for successful BPC.

The paper posits that a structured analysis of case studies will help in identifying the capabilities relevant for BPC. Against this background, the paper adopted a case survey methodology, which combines the richness of case studies with the benefit of analyzing large quantities of data. The paper identified and analyzed 130 case studies reporting the past BPC project experiences.

The results show that project management, change management and IT capabilities have a positive impact on BPC project performance. IT capabilities also have a positive impact on the final process performance. Thus, IT capabilities matter for both BPC project and process performance.

The study had a few limitations, such as the use of secondary data. More so, assigning numbers to qualitative data unduly simplifies the complex phenomena under investigation and may leave out some of the richness of case research.

The findings provide considerable support for determining which capabilities practitioners need to leverage and develop when improving their business processes.

The study makes a number of contributions. It fills a gap in the literature concerning which capabilities matter for successful BPC. The paper offers a theoretical explanation of the effects of capabilities on the BPC project and process performance. Another contribution is methodological, in that the paper adopted the case survey method, which is still new to information systems research.

Novel and emerging technologies such as cognitive analytics attract a lot of hype among academic researchers and practitioners. However, returns on investments in these technologies are often poor. So, identifying mechanisms through which cognitive analytics can add value to firms is a critical research gap. The purpose of this paper is to theorize how cognitive analytics technologies can enable the dynamic capabilities of sensing, seizing and reconfiguring for an organization.

This conceptual paper draws on the extant academic literature on cognitive analytics and related technologies, the business value of analytics and artificial intelligence and the dynamic capabilities perspective, to establish the role of cognitive analytics technologies in enabling the sensing, seizing and reconfiguring capabilities of an organization.

Through arguments grounded in existing conceptual and empirical academic literature, this paper develops propositions and a theoretical framework linking cognitive analytics technologies with organizations’ dynamic capabilities (sensing, seizing and reconfiguring).

This paper has critical implications for both academic research and managerial practice. First, the authors develop a framework using the dynamic capabilities theoretical perspective to establish a novel pathway for the business value of cognitive analytics technology. Second, cognitive analytics is proposed as a novel antecedent of the dynamic organizational capabilities of sensing, seizing and reconfiguring.

To the best of the authors’ knowledge, this is the first paper to theorize how cognitive analytics technologies can enable dynamic organizational capabilities, and thus add business value to an organization.

Recently, several manuscripts about the effects of big data on organizations used dynamic capabilities as their main theoretical approach. However, these manuscripts still lack systematization. Consequently, the purpose of this paper is to systematize the literature on big data and dynamic capabilities.

A bibliometric analysis was performed on 170 manuscripts extracted from the Clarivate Analytics Web of Science Core Collection database. The bibliometric analysis was integrated with a literature review.

The bibliometric analysis revealed four clusters of papers on big data and dynamic capabilities: big data and supply chain management, knowledge management, decision making, business process management and big data analytics. The systematic literature review helped to clarify each clusters’ content.

To the authors’ best knowledge, minimal attention has been paid to systematizing the literature on big data and dynamic capabilities.

This study develops the idea that resource orchestration (RO) of ISS-enabled strategy-making (ISS-SM) can influence dynamic and improvisational capabilities in innovation resulting in corporate performance (CP) gains under a hostile environment.

The structural equation modeling is applied to the data collected from 551 Brazilian firms.

The results suggest that ISS-SM facilitates dynamic and improvisational capabilities in innovation, consequently promoting CP. The research also showed that, under conditions of high environmental hostility, the impact of improvisational capabilities in innovation on CP is significantly amplified. Finally, in the specific case of high hostility, ISS-SM is especially important in enabling organizational capabilities on CP, for digital mastery firms, large firms in the manufacturing and services sectors.

The findings provide insights on how RO of ISS and resource management action enable strategy-making to leverage innovation and corporate performance during an uncertain environment.

This study developed an original contribution to resource orchestration, information systems strategies, and strategy-making literature through developing a novel construct of ISS-enabled strategy-making to enhance proximate and distal outcomes under a hostile environment.