scholarly journals Vision: A Missing Key Dimension in the 5V Big Data Framework

2015 ◽  
Vol 1 (3) ◽  
pp. 40-47
Author(s):  
Uma G. Gupta ◽  
Ashok Gupta
Keyword(s):  
Big Data ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Positive Impact ◽  
Critical Role ◽  
Sustainable Competitive Advantage ◽  
Data Framework ◽  
Big Data Applications ◽  
Key Stakeholders ◽  
Data Volume

If Big Data is to deliver on its big promises, a well-articulated vision must be developed in a collaborative way and effectively communicated to all key stakeholders. Without a guiding technology vision, the promise and benefits of Big Data will become elusive and lost to many organizations. The literature on Big Data frequently refers to the 5Vs of Big Data (Volume, Variety, Velocity, Veracity and Value). Based on a strategic framework, this paper adds another dimension to this important and widely used framework, namely Vision, and elaborates on the critical role of vision and its relationship and impact on the remaining Vs. Research shows that vision has a positive impact on organizational performance. Organizations that link vision with strategic information systems, such as Big Data applications, ga5in a sustainable competitive advantage in the marketplace. The importance of carefully defining, establishing and communicating the vision of Big Data to the entire organization and to key stakeholders in order to leverage Big Data for growth, profits, and sustainable competitive advantage is discussed.

Mastering Big Data in the Digital Age

2016 ◽  
pp. 104-129 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Big Data ◽  
Organizational Performance ◽  
Hospitality Industry ◽  
Big Data Analytics ◽  
Digital Age ◽  
Sustainable Competitive Advantage ◽  
Privacy And Security ◽  
Big Data Applications ◽  
Tourism And Hospitality Industry ◽  
Tourism And Hospitality

This chapter explains the overview of big data; the volume, velocity, variety, veracity, and variability of big data; the privacy and security of big data applications; big data and multimedia utilization; the concept of MapReduce; the concept of Hadoop; big data and data mining; big data and cloud computing; the applications of big data in health care industry; the applications of big data analytics in tourism and hospitality industry; and the challenges and implications of big data in the digital age. Big data is the large volumes of data of high velocity and their variety requiring information processing to add value to the information in the future. The chapter argues that applying big data has the potential to increase organizational performance and gain sustainable competitive advantage in the digital age.

Strategi Pengelolaan SDM dalam Peningkatan Kinerja Perusahaan Berkelanjutan di Era Industri 4.0

2020 ◽  
Vol 2 (1) ◽  
pp. 159-168
Author(s):  
Johan Oscar Ong ◽  
Masyhudzulhak Mahazan
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Human Resource ◽  
Technology Development ◽  
Core Competencies ◽  
Management Strategies ◽  
Sustainable Growth ◽  
Success Factor ◽  
Sustainable Competitive Advantage ◽  
Generation Z

The industrial growth and technology development need competent human resource in every business organization. The presence of millennial and Generation Z has increasingly dominated workforce presenting a new challenge for organizations to provide work climate that supports their development. It has been surveyed that millennial generation is tech savvy but less patient to stay in an organization. The ability to retain and develop millennial and generation Z is the organization's key success factor to continuously improve its business performance and sustainable growth. The new approach HR management strategies are needed to make sure achieving the business outcome (growth revenue, growth profit, lower cost). The Framework of Organizational Sustainability Model in era 4.0 is designed to map out the HR strategies in order to achieve a sustainable competitive advantage. The organizational key drivers would be the input for this model to support employee core competencies so as to give their outstanding performance and increase productivity. Having skills and experience are not enough for employees, they have to make a commitment and well motivated that is shaped by a strong organizational culture and climate. The current research has provided AMO (Ability, Motivation, Opportunity) model approach to support for the key theoretical propositions. The study is imperative for practitioners and organizations since it offers Human Resource Management strategies as a suggestions and guidelines to develop human capital for improving organizational performance and for gaining sustainable competitive advantage.

The Role of Medical Tourism in Emerging Markets

2015 ◽  
pp. 89-109 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Emerging Markets ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Business Performance ◽  
Medical Tourism ◽  
Strategic Plan ◽  
Sustainable Competitive Advantage

This chapter reveals the role of medical tourism (MT) in emerging markets, give an overview of tourism, medical tourism, and emerging markets; discusses the advancement of medical tourism in emerging markets; the significance of medical tourism in emerging markets; and the characteristics of medical tourism in emerging markets. The execution of medical tourism is essential for modern organizations that seek to serve suppliers and customers, enhance business performance, reinforce competitiveness, and gain ordinary success in emerging markets. Thus, it is essential for modern organizations to consider their medical tourism applications, create a strategic plan to consistently investigate their dynamic promotion, and instantly respond to the needs of medical tourists in emerging markets. Understanding medical tourism will significantly improve organizational performance and achieve sustainable competitive advantage in emerging markets.

Mastering Sustainable Tourism and Rural Tourism in the Global Economy

2017 ◽  
pp. 53-76 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Sustainable Development ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Global Economy ◽  
Business Performance ◽  
Sustainable Tourism ◽  
Strategic Plan ◽  
Rural Tourism ◽  
Sustainable Competitive Advantage ◽  
Customer Requirement

This chapter explains the overviews of tourism, sustainable development, sustainable tourism, and rural tourism; the perspectives on rural tourism destination; rural tourism and entrepreneurship; the importance of sustainable tourism in the global economy; and the importance of rural tourism in the global economy. The fulfillment of sustainable tourism and rural tourism is necessary for modern tourism organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve continuous success in the global economy. Therefore, it is essential for modern tourism organizations to promote their sustainable tourism and rural tourism and develop a strategic plan to regularly check their practical advancements toward satisfying customer requirement. The chapter argues that promoting sustainable tourism and rural tourism has the potential to enhance organizational performance and gain sustainable competitive advantage in the global economy.

Examining the Roles of Job Satisfaction and Organizational Commitment in the Global Workplace

2017 ◽  
pp. 148-176 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Essential Role ◽  
Sustainable Competitive Advantage ◽  
Organizational Goals ◽  
The Relationship

This chapter describes the concepts of job satisfaction and organizational commitment; the relationship between job satisfaction and organizational commitment; the significance of job satisfaction in the global workplace; and the significance of organizational commitment in the global workplace. Job satisfaction is important from the perspective of maintaining appropriate employees within the organization. Organizational commitment plays an essential role in determining whether employees will stay with the organization and enthusiastically work toward organizational goals. Retention of employees is one of the most significant outcomes of organizational commitment. The chapter argues that encouraging job satisfaction and organizational commitment has the potential to increase organizational performance and gain sustainable competitive advantage in the global workplace.

Sustainable Competitive Advantage With the Balanced Scorecard Approach

2019 ◽  
pp. 1415-1428
Author(s):  
Jorge Gomes ◽  
Mário José Batista Romão
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
External Factors ◽  
Sustainable Competitive Advantage ◽  
The Balanced Scorecard ◽  
Fundamental Goal ◽  
The Subject ◽  
Internal Sources

Why are some firms more successful than others? This question has been intensely debated by strategic management researchers over the last 30 years. Competitive advantage is recognized as being the major cause for explaining top organizational performance and is a fundamental goal of academic strategic management studies. Recently, there has been an increasing amount of empirical research on the subject of competitive advantage and about distinguishing competitive advantage from organizational performance. The relevance of competitive advantage is not simply determined by external factors, but also by those internal sources that have been considered critical for successful organizations.

scholarly journals Real-time Visibility, Operational Insights and Actions with SAP Operational Process Intelligence, powered by HANA

2021 ◽  
Author(s):  
Harsh Jegadeesan
Keyword(s):  
Big Data ◽  
Competitive Advantage ◽  
Real Time ◽  
Sustainable Competitive Advantage ◽  
Business Outcomes ◽  
Operational Process ◽  
The Past ◽  
Business Operations ◽  
Operational Intelligence ◽  
Operational Data

Abstract Over the past decade, business operations in organizations are increasingly generating vast amounts of data. This steep increase in operational data – often known as big data – is a result of organizations capturing data at more fine-granular levels in business operations. Leveraging operational big data to improve business operations can create a sustainable competitive advantage to organizations. In this paper, we argue that operational big data is ”dead data” unless it is contextualized and made actionable for line-of-business users. Moreover, we explain how organizations can use SAP Operational Process Intelligence and the power of HANA to first, contextualize operational big data for real-time operational intelligence, second, provide line-of-business users visibility into business operations and business situations as they evolve and third, propose appropriate actions to respond to these business situations and help them reach business outcomes.

scholarly journals Strategies to Implement Big Data Analytics in Telecommunication Organizations

2021 ◽  
Vol 10 (04) ◽  
pp. 064-076
Author(s):  
Dr. Delton Aneato ◽  
Dr. Cesar Castellanos
Keyword(s):  
Big Data ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Data Analytics ◽  
Big Data Analytics ◽  
The United States ◽  
Communication Strategy ◽  
Analysis Process ◽  
Successful Communication ◽  
Multiple Case

Information technology (IT) leaders who do not invest in big data projects may struggle to gain a competitive advantage and business insights to improve performance. Grounded in Kotter’s change and Six Sigma models, the purpose of this qualitative multiple case study was to explore strategies IT leaders use to implement big data analytics successfully. The participants comprised 4 IT leaders from 2 telecommunication organizations in the United States of America, who expertly used big data analytics strategies to promote and maximize competitive advantage. Data were collected from semistructured interviews, company documents, and project-related documents. The collected information was examined by utilizing a thematic analysis approach. Four themes emerged from the data analysis process communication, training, employee involvement in decisions, and teamwork strategy. A key recommendation from these findings is for IT leaders to use successful communication strategies to convey the vision and objectives to all organizational levels. The successful communication-strategy can help evaluate business trends, forecasts, improve overall organizational performance and competitive advantage. The implications for positive social change include the potential for job creation, thus catalysing economic growth within communities.

scholarly journals Factors Affecting on Gaining a Sustainable Competitive Advantage for Sri Lankan Higher Educational Institutes

2018 ◽  
Vol 11 (4) ◽  
pp. 106
Author(s):  
Liyanachchi Mahesha Harshani De Silva ◽  
Charith D. Chitraranjan
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Core Competencies ◽  
Decision Makers ◽  
Sri Lankan ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Factors Affecting ◽  
Student Teacher Relationship ◽  
Good Reputation

Over the past few years, number of seats has grown significantly in Higher Education Institutes (HEI), thus it becomes prudent to look at the ways of improving decision making of the HEI. Thus, the aim of this study is to investigate factors affecting the sustainable competitive advantage. Since literature does not support strong underpinnings in this area, an exploratory and grounded theory-based study was designed to conduct this study. The main contribution of this research is that we propose factors to consider for an HEI to achieve sustainable competitive advantage. Our findings indicate that proper student-teacher relationship, maintaining good reputation, maintaining a high rank and good indexing’s, maintain good relationships with industries, student participation in competitions, accreditation from reputable institutions are the most significant factors affecting the sustainable competitive advantage (AA) within Sri Lankan HEIs. To remain competitive and obtain competitive advantages, HEI decision makers can try to increase organizational performance by managing each dimension of core competence, i.e. Market profile; Innovation and Core Competencies.

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