The Roles of Big Data in Building Performance: A Function of Relationships and Contexts

This study investigates how big data contributes to performance in organizations. This study employed an integrative literature review method to construct knowledge about performance in organizations concerning the use of big data and the implementation of big data analytics. This article synthesized knowledge about how big data enhances performance. This article establishes that performance is the quality of functioning that is a key determinant of organizational success or failure. Based on the findings from the synthesized literature, this article proposes that performance is a function of relationships and contexts. Essentially, the relationship between big data, big data analytics, and requisite big data analytics capabilities that include level of knowledge, level of skills, sensing, seizing, transforming, tangible resources, and intangible resources is crucial in building various types of performance and there are varying contextual factors regulating the relationships. Big data on its own is not sufficient in bringing about the desired performance, but a combination of processes for storing, acquiring, processing, analyzing, and interpreting big data in conjunction with the competencies or resources for big data analytics is required. This article emphasizes that the big data-performance connection is dependent on big data analytics processes, requisite big data analytics capabilities, the generation of valuable insights or knowledge, the capacity for data and analytics to enhance decision-making, and the creation of value and competitive advantage through insight-backed decision-making. In addition, this article highlights further research problems for the research community to address and provides useful recommendations for implementation by practitioners.