The Impact of Big Data Analytics Capability and Organisational Resilience on Firm Competitive Performance: An Empirical Study in the UAE
| dc.contributor.advisor | Professor Abubakr Suliman | |
| dc.contributor.author | BETTAYEB, AMEL | |
| dc.date.accessioned | 2025-01-22T08:53:27Z | |
| dc.date.available | 2025-01-22T08:53:27Z | |
| dc.date.issued | 2024-05 | |
| dc.description.abstract | This study aims to investigate the linkage between big data analytics capability (BDAC), organisational resilience and firm competitive performance (FCP). Drawing on the resource-based view and the dynamic capability, this research posits that BDAC, conceptualised as a resource capability, plays as an antecedent and a crucial enabler boosting the resilience capabilities of firms, both strategically and operationally. Simultaneously, it seeks to explore the dynamic nature of strategic and operational dimensions of organisational resilience as crucial mediating mechanisms, translating insights derived from BDAC to attain a competitive performance within disruptive business environment. This study employs a quantitative approach, utilizing Partial Least Squares Structural Equation Modeling to analyze the perceptions and practices of top management in a diverse range of industrial firms in the United Arab Emirates (UAE). The sample comprises 229 responses from firms of different sizes and sectors. The findings demonstrate that a strong BDAC has a positive direct and indirect impact on the FCP. For the indirect path, this study contributes to a comprehensive understanding of the role of strategic resilience and operational resilience as mediating mechanisms, confirming their positive serial mediation effect, thus revealing novel linear pathways between BDAC and FCP. In the other hand, the findings unveil new relationships concerning organisational resilience components, antecedents, and outcomes. They indicate a positive and significant relationship between strategic and operational resilience. Moreover, the findings show that BDAC has a positive and significant effect on strategic resilience, while its effect on operational resilience is fully mediated by strategic resilience. Finally, both strategic and operational resilience exert a significant and positive effect on the FCP. This study makes a significant theoretical contribution indicating that researchers should reconsider the immediate consequences of big data investments and instead concentrate on the ways in which BDAC can be utilised to facilitate and bolster organisational capabilities. On the other hand, it contributes to the dynamic capability theory by unveiling the components of a dynamic resilience capability, their antecedents, and outcomes. The framework for organisational resilience presents a notable implication to the field of practice in UAE or elsewhere. This framework serves to underscore the paramount significance of resilience capabilities, encompassing both strategic and operational dimensions. | |
| dc.identifier.other | 20181366 | |
| dc.identifier.uri | https://bspace.buid.ac.ae/handle/1234/2747 | |
| dc.language.iso | en | |
| dc.publisher | The British University in Dubai (BUiD) | |
| dc.subject | big data analytics capability, organisational resilience, strategic resilience, operational resilience, firm competitive performance | |
| dc.title | The Impact of Big Data Analytics Capability and Organisational Resilience on Firm Competitive Performance: An Empirical Study in the UAE | |
| dc.type | Thesis |