• Emergent digital era governance: Enacting the role of the ‘institutional entrepreneur’ in transformational change

      Tassabehji, Rana; Hackney, R.; Popovic, A. (2016-04-28)
      ‘Digital Era Governance’ (DEG) enables electronic networked processes for integrated, holistic public sector delivery through the adoption of contemporary digital technologies. Our study, based within the States of California and Nevada (USA), investigates the logics embedded in DEG and the critical issues involved for transformational change. We draw upon the concept of ‘enactment’ as a lens to provide insights into relevant theoretical issues. These are operationalised through an enhanced Technology Enactment Framework (TEF) to consider reforms to explore the new DEG environment and, specifically, the role of the CIO and e-government policies. Our findings reveal how public sector CIOs adopt the role of an ‘institutional entrepreneur’, who demonstrate a series of initiatives augmented through identified behaviours relating to proactive community mobilisation (leadership, member focus) and legitimisation (discourse, success stories). Furthermore, the characterisation of entrepreneurial enactment appears to be extremely beneficial to the transformation to DEG within any contemporary public sector context.
    • The impact of big data analytics on firms’ high value business performance

      Popovic, A.; Hackney, R.; Tassabehji, Rana; Castelli, M. (2018-04)
      Big Data Analytics (BDA) is an emerging phenomenon with the reported potential to transform how firms manage and enhance high value businesses performance. The purpose of our study is to investigate the impact of BDA on operations management in the manufacturing sector, which is an acknowledged infrequently researched context. Using an interpretive qualitative approach, this empirical study leverages a comparative case study of three manufacturing companies with varying levels of BDA usage (experimental, moderate and heavy). The information technology (IT) business value literature and a resource based view informed the development of our research propositions and the conceptual framework that illuminated the relationships between BDA capability and organizational readiness and design. Our findings indicate that BDA capability (in terms of data sourcing, access, integration, and delivery, analytical capabilities, and people’s expertise) along with organizational readiness and design factors (such as BDA strategy, top management support, financial resources, and employee engagement) facilitated better utilization of BDA in manufacturing decision making, and thus enhanced high value business performance. Our results also highlight important managerial implications related to the impact of BDA on empowerment of employees, and how BDA can be integrated into organizations to augment rather than replace management capabilities. Our research will be of benefit to academics and practitioners in further aiding our understanding of BDA utilization in transforming operations and production management. It adds to the body of limited empirically based knowledge by highlighting the real business value resulting from applying BDA in manufacturing firms and thus encouraging beneficial economic societal changes.