TY - JOUR
T1 - The effects of analytics capability and sensing capability on operations performance
T2 - the moderating role of data-driven culture
AU - Wong, David T.W.
AU - Ngai, Eric W.T.
N1 - Funding Information:
The authors are grateful for the constructive comments of the referees on an earlier version of this paper. The first author was supported in part by The Hong Kong Polytechnic University under grant number P0035708. The second author was supported in part by The Hong Kong Polytechnic University under grant number CD4T.
Publisher Copyright:
© 2023, The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature.
PY - 2023/3/5
Y1 - 2023/3/5
N2 - Studies indicate that organizational capability is a key factor in operational performance, and that both sensing and analytics capabilities have a significant influence on operational performance. This study develops a framework to examine the impact of organizational capability on operational performance, with a specific focus on the implementation of sensing and analytics capabilities. We combine strategic fit theory, the dynamic capability view, and the resource-based view to examine how micro, small, and medium enterprises (MSMEs) strategically integrate a data-driven culture (DDC) with their organizational capabilities to enhance operational performance. We carry out empirical research to investigate whether a DDC moderates the influence of organizational capability on operational performance. Structural equation modeling of survey data from 149 MSMEs reveals that both sensing and analytics capabilities have a positive impact on operational performance. The results also suggest that a DDC positively moderates the influence of organizational capability on operational performance. We discuss the theoretical and managerial implications of our findings, the limitations of the study, and opportunities for further research.
AB - Studies indicate that organizational capability is a key factor in operational performance, and that both sensing and analytics capabilities have a significant influence on operational performance. This study develops a framework to examine the impact of organizational capability on operational performance, with a specific focus on the implementation of sensing and analytics capabilities. We combine strategic fit theory, the dynamic capability view, and the resource-based view to examine how micro, small, and medium enterprises (MSMEs) strategically integrate a data-driven culture (DDC) with their organizational capabilities to enhance operational performance. We carry out empirical research to investigate whether a DDC moderates the influence of organizational capability on operational performance. Structural equation modeling of survey data from 149 MSMEs reveals that both sensing and analytics capabilities have a positive impact on operational performance. The results also suggest that a DDC positively moderates the influence of organizational capability on operational performance. We discuss the theoretical and managerial implications of our findings, the limitations of the study, and opportunities for further research.
KW - Analytics capability
KW - Data-driven culture
KW - Operational performance
KW - Sensing capability
UR - http://www.scopus.com/inward/record.url?scp=85149291328&partnerID=8YFLogxK
U2 - 10.1007/s10479-023-05241-5
DO - 10.1007/s10479-023-05241-5
M3 - Journal article
AN - SCOPUS:85149291328
SN - 0254-5330
JO - Annals of Operations Research
JF - Annals of Operations Research
ER -