A Novel Mechanism for Business Analytics Value Creation: Improvement of Knowledge-Intensive Business Processes

Marjanovic, O

A Novel Mechanism for Business Analytics Value Creation: Improvement of Knowledge-Intensive Business Processes

Marjanovic, O

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Publisher:: Emerald
Publication Type:: Journal Article
Citation:: Journal of Knowledge Management, 2022, 26, (1), pp. 17-44
Issue Date:: 2022-03-08

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Field	Value	Language
dc.contributor.author	Marjanovic, O https://orcid.org/0000-0001-8362-0982
dc.date.accessioned	2023-03-17T04:13:45Z
dc.date.available	2021-03-08
dc.date.available	2023-03-17T04:13:45Z
dc.date.issued	2022-03-08
dc.identifier.citation	Journal of Knowledge Management, 2022, 26, (1), pp. 17-44
dc.identifier.issn	1367-3270
dc.identifier.issn	1758-7484
dc.identifier.uri	http://hdl.handle.net/10453/167452
dc.description.abstract	This research focuses on the ‘how’ of Business Analytics (BA) value creation, which remains an open research and practical challenge. The main purpose of this paper is to propose a novel BA value creation mechanism that is BA-enabled improvement of Knowledge Intensive Business Processes (KIBPs), with experiential knowledge of decision makers as the key to a more sustainable BA-enabled competitive differentiation. This research uses a qualitative research case study, conducted in a large retail distribution company. The research insights were observed through a combined lens of Work Systems Theory (WST) and the Knowledge-based View (KBV) of the firm, using an interpretivist approach. The proposed theoretical model identifies three stages of KIBP improvement through BA, and explains how they lead to a sustainable BA-enabled competitive differentiation. Stage 1 focuses on BA support for individual knowledge-intensive tasks, Stage 2 focuses on individual decision makers and their ability to gain KIBP-related analytical insights and turn them into action; and Stage 3 on sharing of the acquired experiential knowledge among decision-makers using BA. In addition to proposing a novel mechanism for BA value creation, this research demonstrates the importance of leveraging experiential knowledge of decision makers as a pathway to a more sustainable competitive differentiation through BA. This in turn creates new opportunities for KM researchers to engage in BA-related research. It also opens a new approach for BA researchers to investigate BA value creation mechanisms through the lens of KBV, rather than more common Resource-based (RB) or Capability-based (CB) views.
dc.language	English
dc.publisher	Emerald
dc.relation.ispartof	Journal of Knowledge Management
dc.relation.isbasedon	10.1108/JKM-09-2020-0669
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	08 Information and Computing Sciences, 15 Commerce, Management, Tourism and Services
dc.subject.classification	Business & Management
dc.title	A Novel Mechanism for Business Analytics Value Creation: Improvement of Knowledge-Intensive Business Processes
dc.type	Journal Article
utslib.citation.volume	26
utslib.for	08 Information and Computing Sciences
utslib.for	15 Commerce, Management, Tourism and Services
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Professional Practice and Leadership
pubs.organisational-group	/University of Technology Sydney/Strength - PERSWADE - Centre on Persuasive Systems for Wise Adaptive Living
utslib.copyright.status	closed_access	*
pubs.consider-herdc	false
dc.date.updated	2023-03-17T04:13:44Z
pubs.issue	1
pubs.publication-status	Published
pubs.volume	26
utslib.citation.issue	1

Abstract:

This research focuses on the ‘how’ of Business Analytics (BA) value creation, which remains an open research and practical challenge. The main purpose of this paper is to propose a novel BA value creation mechanism that is BA-enabled improvement of Knowledge Intensive Business Processes (KIBPs), with experiential knowledge of decision makers as the key to a more sustainable BA-enabled competitive differentiation. This research uses a qualitative research case study, conducted in a large retail distribution company. The research insights were observed through a combined lens of Work Systems Theory (WST) and the Knowledge-based View (KBV) of the firm, using an interpretivist approach. The proposed theoretical model identifies three stages of KIBP improvement through BA, and explains how they lead to a sustainable BA-enabled competitive differentiation. Stage 1 focuses on BA support for individual knowledge-intensive tasks, Stage 2 focuses on individual decision makers and their ability to gain KIBP-related analytical insights and turn them into action; and Stage 3 on sharing of the acquired experiential knowledge among decision-makers using BA. In addition to proposing a novel mechanism for BA value creation, this research demonstrates the importance of leveraging experiential knowledge of decision makers as a pathway to a more sustainable competitive differentiation through BA. This in turn creates new opportunities for KM researchers to engage in BA-related research. It also opens a new approach for BA researchers to investigate BA value creation mechanisms through the lens of KBV, rather than more common Resource-based (RB) or Capability-based (CB) views.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/167452