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Connecting big data management capabilities with employee ambidexterity in Chinese multinational enterprises through the mediation of big data value creation at the employee level
Institution:1. Kent Business School, University of Kent, Canterbury, CT2 7NZ, UK;2. GIFT Business School, GIFT University, Gujranwala, Pakistan;1. National Research Base of Intelligent Manufacturing Service, Chongqing Technology and Business University, Chongqing, 400067, China;2. School of Business Management, Hongik University, Sejong, 30016, South Korea;3. Leeds University Business School, The University of Leeds, Leeds, LS2 9JT, UK;4. College of Business, Hankuk University of Foreign Studies, 270, Imun-dong, Dongdaemun-gu, Seoul, 130-791, South Korea;1. Durham University Business School, Mill Hill Lane, Durham, DH1 3LB, UK;2. Hunan University of Technology and Business, Yuelu Avenue, Changsha, Hunan, 410205, China;3. Surrey University, Stag Hill, University Campus, Guildford, GU2 7XH, UK;1. Department of Marketing, International Business & Strategy, Goodman School of Business, Brock University, St. Catharines, Ontario, Canada;2. School of Business, Beijing University, Beijing, China;3. Marketing and International Business, School of Business, Nankai University, Tianjin, China;4. School of Business, The Hang Seng University of Hong Kong, Lee Quo Wei Academic Building, Siu Lek Yuen, Shatin, Hong Kong;1. Department of Management, University of Granada, Spain;2. Birmingham Business School, University of Birmingham, United Kingdom;3. Nova School of Business and Economics, Universidade Nova, Lisbon, Portugal;1. School of International Trade and Economics, Central University of Finance and Economics, Haidian District, Beijing, 100044, PR China;2. Henley Business School University of Reading, RG6 6UD, Reading, United Kingdom;3. Birmingham Business School, University of Birmingham, B15 2TT, United Kingdom;4. Department of Management, University of Rome “Link Campus”, Paris School of Business, Paris, France; National Research University Higher School of Economics, Moscow, Russia.;1. NEOMA Business School, Reims Campus, France;2. Anglia Ruskin University, United Kingdom;3. Khalifa University, Abu Dhabi, United Arab Emirates;4. Aston Business School, Aston University, United Kingdom;5. Birmingham Business School, Birmingham University, United Kingdom;6. Newcastle Business School, University of Newcastle, Australia;7. University of Grenada, Spain
Abstract:Drawing from the knowledge-based dynamic capabilities (KBDCs) view, this study examines the association of big data management capabilities with employee exploratory and exploitative activities at the individual level. Furthermore, it also investigates the mediating role of big data value creation in the association of big data management capabilities with exploratory and exploitative activities. The partial least square method was employed to analyse the hypotheses using data collected from 308 employees of 20 Chinese multinational enterprises. The existing literature gives scant attention to the role of big data management capabilities at the individual level. The main contribution of this study is that it conceptualises big data management as the ability to utilise external knowledge (generated from global users) under the resource constrained environment of an emerging economy. Furthermore, this study builds upon the existing literature on KBDC to explain big data management capabilities as antecedents to ambidexterity at the individual employee level.
Keywords:Big data management capabilities  Big data value creation  Exploratory activities  Exploitative activities  MNEs  Ambidexterity  Emerging economies
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