How Do Organization Actualize Big Data Analytics Affordances

Published: 2021-09-15 08:25:08
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[pic 1]How do organization actualize Big data analytics affordancesA qualitative case study (theory building)Research Proposal Master ThesisMSc BA Change ManagementFaculty of Economics and BusinessUniversity of GroningenName:                                Daniel KoningStudent number:                S3522636Email:                                 [email protected]:                        dr. H.C. BrunsSupervisor Thesis:                dr. I. Maris-de BresserWord count:                        CONCEPTDate:                                CONCEPTVersion:                        CONCEPTProposal type:                        Theory buildingIntroductionDigital technologies continue to develop and change product’s value propositions; playing an ever more important role in everyday life. In response, many organizations are embarking on digital transformations and implement advanced information technologies (IT) (Yoo et al., 2012). To facilitate synergies from advanced digital technologies organization often need to develop analytic capabilities that are capable of handling data in high volume, velocities, veracity, and varieties (McAfee & Brynjolfsson, 2012; Davenport, Barth, & Bean, 2012; Visani, 2017). Big data has transformed the value proposition of products and services as it allows insight generated from causal and predictive models enabling data-driven decision making in various business processes (Henke, Bughin, Chui, Manyika, Saleh, Wiseman, & Sethupathy, 2016; Davenport & Kudyba, 2016). However, big data only affords valuable insights when appropriate data analytical capabilities are actualized (Zhang, Yang, & Appelbaum, 2015) which highly depend on the socio-technical context and organizational goals (Troilo, Luca, & Guenzi, 2017). To develop the essential big data analytical (BDA) capabilities requires more than enormous amounts of data. Simply implementing IT, such as BDA, is not enough to derive business value from it. Instead, the compatibility and integration effort enables synergies between IT and organizational resources (Nevo & Wade, 2010; Dong & Yang, 2018). As for how IT is accepted and used by actors and with what (un)intended consequences depends on the IT features and the actor's interpretations of those features (Majchrzak, Markus,  & Wareham, 2016). Researchers studying the mechanism underlying IT adoption and the organizational change consequences have predominantly used the concept of affordance (Markus & Silver, 2008; Leonardi, 2013; Seidel & Berente, 2013; Zammuto et al., 2007). The concept of affordances is a useful lens to study IT in organizations, as it shifts the focus from the characteristics of the technology itself to what an organization can actually do with it (Kane, 2017).

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