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.

Big Data, Knowledge, and Business Intelligence

2018 ◽  
pp. 943-950
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Business Analytics ◽  
The Past ◽  
The People ◽  
Tools And Techniques

Knowledge management (KM), intellectual capital (IC), and competitive intelligence are distinct yet related fields that have endured and grown over the past two decades. KM and IC have always differentiated between the terms and concepts of data, information, knowledge, and wisdom/intelligence, suggesting value only comes from the more developed end of the range (knowledge and intelligence). But the advent of big data/business analytics has created new interest in the potential of data and information, by themselves, to create competitive advantage. This new attention provides opportunities for some exchange with more established theory. Big data gives direction for reinvigorating the more mature fields, providing new sources of inputs and new potential for analysis and use. Alternatively, big data/business analytics applications will undoubtedly run into common questions from KM/IC on appropriate tools and techniques for different environments, the best methods for handling the people issues of system adoption and use, and data/intelligence security.

scholarly journals THE IMPACT OF BIG DATA TECHNOLOGIES ON COMPETITIVE ADVANTAGE OF COMPANIES

2017 ◽  
pp. 255 ◽  
Author(s):  
Jelena Lukić
Keyword(s):  
Big Data ◽  
Competitive Advantage ◽  
Real Time ◽  
New Technologies ◽  
Knowledge And Skills ◽  
Big Data Technologies ◽  
The Impact

The emergence of large quantity of data, from various sources, available in real-time, known as Big Data, have stimulated development of new technologies, techniques, tools, knowledge and skills which allows to work with that data. Big Data represent not only the factor from environment that confronts the companies with avalanche of data, but also very imporant resource which provide opportunities for companies to make value on the basis of collected data. Characteristics and possibilities which Big Data technologies offer have positioned them as a valuable factor for gaining and sustaining the competitive advantage in companies. The aim of this paper is to examine how Big Data technologies impact on competitive advantage of the companies that use them.

Facilitating Customer Relationship Management in Modern Business

2018 ◽  
pp. 1594-1604 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Sustainable Competitive Advantage ◽  
Efficient Approach ◽  
Business Operations ◽  
Modern Business ◽  
Insight Into

This article explains the overview of CRM; CRM and technological utilization; and the facilitation of CRM in modern business. CRM is a significant strategy to learn more about customers' needs and behaviors in order to develop the stronger relationships with them. CRM is the most efficient approach in maintaining and creating the relationships with customers in modern business. CRM helps business gain the insight into the behavior of their customers and modify their business operations to ensure that customers are served in the best possible way. CRM also helps business recognize the value of its customers and to capitalize on the improved customer relations. The article argues that facilitating CRM has the potential to enhance organizational performance and gain sustainable competitive advantage in modern business.

Revisiting an identity-based view of sustainable competitive advantage

2001 ◽  
Vol 27 (6) ◽  
pp. 691-699 ◽  
Author(s):  
C. Marlene Fiol
Keyword(s):  
Competitive Advantage ◽  
Core Competency ◽  
Competitive Advantages ◽  
Sustainable Competitive Advantage ◽  
Special Issue ◽  
The Past ◽  
Organizational Identities ◽  
Sustainable Advantage ◽  
Identity Based

Those of us who contributed to the Journal of Management’s 1991 special issue on a resourcebased view of the firm began with the assumption that it is possible for a firm to gain and maintain a sustainable competitive advantage. Based on that general premise, we presented various arguments suggesting that a firm’s resources represent a major source of that potential advantage. Ten years later, I begin this revisit of my identity-based view of sustainable advantage by questioning our premise that it is possible to gain a sustainable advantage based on any particular core competency, no matter how inimitable. I then review what we have learned during the past decade about organizational identities and identification and their role in creating and destroying a firm’s temporary competitive advantages.

Big Data, Knowledge, and Business Intelligence

2019 ◽  
pp. 569-577
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Business Analytics ◽  
The Past ◽  
The People ◽  
Tools And Techniques

Knowledge management (KM), intellectual capital (IC), and competitive intelligence are distinct yet related fields that have endured and grown over the past two decades. KM and IC have always differentiated between the terms and concepts of data, information, knowledge, and wisdom/intelligence, suggesting value only comes from the more developed end of the range (knowledge and intelligence). But the advent of big data/business analytics has created new interest in the potential of data and information, by themselves, to create competitive advantage. This new attention provides opportunities for some exchange with more established theory. Big data gives direction for reinvigorating the more mature fields, providing new sources of inputs and new potential for analysis and use. Alternatively, big data/business analytics applications will undoubtedly run into common questions from KM/IC on appropriate tools and techniques for different environments, the best methods for handling the people issues of system adoption and use, and data/intelligence security.

Product Innovation and Personalization via Social Media

2022 ◽  
pp. 288-302
Author(s):  
Rajiv Ranjan
Keyword(s):  
Social Media ◽  
Educational Technology ◽  
Big Data ◽  
Competitive Advantage ◽  
Industry 4.0 ◽  
Corporate Sustainability ◽  
Venture Capitalists ◽  
Sustainable Competitive Advantage ◽  
Customer Data ◽  
Start Up

Innovation of products continually, customization, and personalization are the strategies to gain sustainable competitive advantage for companies operating in Industry 4.0 era. Corporations tend to turn to the new social media for access to customer data. How much big data in terms of variety, veracity, velocity, and volume the corporation has determines its prediction architecture and hence customer satisfaction. This is reflected both in terms of inflecting revenues as well as investment from the venture capitalists (VCs), who then see great potential in the business, whether it be a start-up, an established organization, or its spin-off. This chapter explains this new management strategy for corporate sustainability through application of social media to acquire personal consumer and customer data. This is to devise customised products, personalize experience, and innovate for the two. The chapter takes exceptional growth story of BYJU's an educational technology company, as an example to elucidate the theory, concepts, and ideas discussed.

scholarly journals Sustainable Competitive Advantage Driven by Big Data Analytics and Innovation

2020 ◽  
Vol 10 (19) ◽  
pp. 6784
Author(s):  
Muawia Ramadan ◽  
Hana Shuqqo ◽  
Layalee Qtaishat ◽  
Hebaa Asmar ◽  
Bashir Salah
Keyword(s):  
Big Data ◽  
Competitive Advantage ◽  
Direct Effect ◽  
Data Analytics ◽  
Structural Equation ◽  
Big Data Analytics ◽  
Manufacturing Firms ◽  
Data Availability ◽  
Equation Modeling ◽  
Sustainable Competitive Advantage

Big data analytics (BDA) is one of the main pillars of Industry 4.0. It has become a promising tool for supporting the competitive advantages of firms by enhancing data-driven performance. Meanwhile, the scarcity of resources on a worldwide level has forced firms to consider sustainable-based performance as a critical issue. Additionally, the literature confirms that BDA and innovation can enhance firms’ performance, leading to competitive advantage. However, there is a lack of studies that examine whether or not BDA and innovation alone can sustain a firm’s competitive advantage. Drawing on previous studies and dynamic capability theory, this study proposes that big data analytics capabilities (BDAC), supported by a high level of data availability (DA), can improve innovation capabilities (IC) and, hence, lead to the development of a sustainable competitive advantage (SCA). This study examines the proposed hypotheses by surveying 117 manufacturing firms and analyzing responses via partial least squares–structural equation modeling (PLS-SEM) statistical software. Findings reveal that BDAC relies significantly on the degree of DA and has a significant role in increasing IC. Furthermore, the analysis confirms that IC has a significant and direct effect on a firm’s SCA, while BDAC has no direct effect on SCA. This study provides valuable insights for manufacturing firms to improve their sustainable business performance and theoretical and practical insights into BDA implementation issues in attaining sustainability in processes.

scholarly journals Making sense of Big Data – can it transform operations management?

2017 ◽  
Vol 37 (1) ◽  
pp. 37-55 ◽  
Author(s):  
Olga Matthias ◽  
Ian Fouweather ◽  
Ian Gregory ◽  
Andy Vernon
Keyword(s):  
Big Data ◽  
Competitive Advantage ◽  
Operations Management ◽  
Two Dimensions ◽  
Application Framework ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Service Operations Management ◽  
Impact Of Technology ◽  
The Impact

Purpose The purpose of this paper is to focus on the application and exploitation of Big Data (BD) to create competitive advantage. It presents a framework of application areas, and how they help the understanding of targeting and scoping specific areas for sustainable improvement. Empirical evidence demonstrates the application of BD in practice and tests the framework. Design/methodology/approach An exploratory approach is adopted to the secondary research which examines vendors’ offerings. The empirical research used the case study method. Findings The findings indicate that there is opportunity to create sustainable competitive advantage through the application of BD. However there are social, technological and human consequences that are only now beginning to emerge which need to be addressed if true long-term advantage is to be achieved. Research limitations/implications The research develops a framework and tests it only in two dimensions. This should be expanded. The vendor analysis limitations lie within the nature of the information available and the difficulties in mitigating against bias. Practical implications The suggested framework can help academics and managers to identify areas of opportunity to do so, setting new levels of performance and new agendas for business. Originality/value This work contributes to service operations management, building on Kranzberg (1986) and the impact of technology and on Fosso Wamba et al. (2015) by developing a systems application framework to further understanding of BD from a practical perspective to extend their research taxonomy insights. The case studies demonstrate how the use of BD enhances operational performance.

scholarly journals A Bibliometric Analysis of Service Climate as a Sustainable Competitive Advantage in Hospitality

2021 ◽  
Vol 13 (21) ◽  
pp. 12214
Author(s):  
Hugo Palácios ◽  
Helena de Almeida ◽  
Maria José Sousa
Keyword(s):  
Big Data ◽  
Content Analysis ◽  
Literature Review ◽  
Competitive Advantage ◽  
Industrial Revolution ◽  
Total Sample ◽  
Hospitality Management ◽  
Research Trend ◽  
Service Climate ◽  
Sustainable Competitive Advantage

The purpose of this study is to carry out a systematic literature review and map the service climate in hospitality to discuss the future of the construct as a sustainable competitive advantage. A bibliometric (Bibliometrix) and network (VOSviewer) analysis were conducted in order to review the literature of 63 hospitality service climate articles published between 2005 and 2021, covering 167 authors, 30 journals, 17 countries, and indexed with 241 authors keywords. The “International Journal of Contemporary Hospitality Management” presents the most considerable accumulated growth of the hospitality service climate articles. The content analysis showed a total sample with 3519 customers and 23,068 employees, and all include women and men. The studies were carried out mainly in Asia. The research trend topics revealed that performance is one of the most crucial link factors, and keywords such as service climate, performance, antecedents, and perceptions are closely related. Finally, it is essential to highlight that the new trends are related to technology, industrial revolution 4.0, big data, and HR analytics.

scholarly journals Managing Core Competence of the Organization

2005 ◽  
Vol 30 (4) ◽  
pp. 49-64 ◽  
Author(s):  
Shirish C Srivastava
Keyword(s):  
Competitive Advantage ◽  
Core Competence ◽  
Core Competencies ◽  
Theoretical Concept ◽  
Sustainable Competitive Advantage ◽  
The Past ◽  
Future Strategy ◽  
The Subject ◽  
Competence Framework ◽  
Sustained Success

Past studies on ‘core competence’ have deliberated either on the theoretical concept of core competence or its usefulness as a strategic tool for firms. In spite of a large number of papers on the subject, to the author's knowledge, there has been no study which spells out an actionable framework for leveraging the concept of core competence in creating competitive advantage for organizations. This perceptible gap in strategy literature is the prime motivation for this study. In this paper, the author views core competence as a ‘dynamic learned resource’ which is subject to continuous metamorphosis with changes in internal and external environment. The proposed ‘critical competence’ framework integrates the various studies on core competence and puts forth an all-encompassing practicable methodology to be utilized by firms for sustained success. Critical competence is the ability of a firm to successfully identify, nurture, develop, upgrade, and deploy its hierarchy of competencies to attain sustainable competitive advantage. In the process of proposing and explaining the framework for critical competence, this paper makes four major contributions: First, it provides a consolidated and comprehensive literature review on the subject of core competence which can be used by academics for future studies on the subject. Second, the proposed framework for critical competence shows that the possession of meta/core competencies will in itself not result in competitive advantage; rather, it is important to understand how these competencies are utilized for adding value to the firm. Third, the proposed critical competence framework serves as a tool for analysing the past success/failure and also serves as a guide for charting out the future strategy of firms. Fourth, through the example of Indian Railways, the paper illustrates the ‘descriptive capability’ of the proposed critical competence framework. The proposed framework helps us conclude that competencies in an organization need to be continuously nurtured, developed, and also abandoned. Critical competence emerges as a universal competence which is at the highest level in the hierarchy of competencies and is a prerequisite for attaining sustainable competitive advantage.

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