Big data analytics capability for competitive advantage and firm performance in Malaysian manufacturing firms

Chu-Le Chong · Siti Zaleha Abdul Rasid · Haliyana Binti Khalid · Thurasamy Ramayah

19 citations0/0 files storedInternational Journal of Productivity and Performance Management

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Big Data and Business Intelligence Innovation and Knowledge Management Information Technology Governance and Strategy

Abstract

Purpose This study investigated the relationships among big data analytics capability (BDAC), low-cost advantage, differentiation advantage, market and operational performance underpinning the resource-based view (RBV) and the entanglement view of sociomaterialism (EVS) theories. Design/methodology/approach A total of 191 responses from members of the Federation of Malaysian Manufacturers were analysed using a structural equation modelling approach. Findings This study has conclusively demonstrated that BDAC is indeed a resource bundle comprising human skills, tangible and intangible resources. This study found that BDAC positively influences competitive advantage and firm performance. The differentiation advantage was found to be a key factor in explaining market performance. Theoretically, both RBV and EVS could be used to link BDAC, differentiation advantage and market performance to explain superior firm performance. Research limitations/implications First, the sample is restricted to the manufacturers in Malaysia. Second, a single independent variable, BDAC, is used as a higher-order capability to influence competitive advantage, and thus, superior firm performance. Third, this study uses a self-reported survey, which means that only one respondent from each firm answered the questions. Fourth, this study excludes the focused strategy as it aims to investigate the competitive strategy used in the broader industry environment, rather than in a specific segment pursuing a focused strategy. Practical implications First, BDAC is a valuable, rare, inimitable and non-substitutable tool for manufacturers to enhance their firm performance. Second, BDAC is crucial for manufacturing firms to reduce costs and differentiate themselves. Third, a low-cost advantage may not help manufacturers achieve greater market and operational performance. Originality/value The relationship among BDAC, low-cost advantage, differentiation advantage, market and operational performance within manufacturing industry is empirically tested.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 19 citations exist upstream.

References

1991Firm Resources and Sustained Competitive Advantage 1984A resource‐based view of the firm 2009\nThe use of partial least squares path modeling in international marketing 2015Common Method Bias in PLS-SEM 1991The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation 1989Asset Stock Accumulation and Sustainability of Competitive Advantage 1994The Capabilities of Market-Driven Organizations 2001Knowledge Management: An Organizational Capabilities Perspective

Cited by

2024Bridging Big Data Analytics Capability and Competitive Advantage in China’s Agribusiness: The Mediator of Absorptive Capacity

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.