Chen, Preston, and Swink (2016) analyzed value-driven data in the sphere of supply chain management to understand the benefits that the use of technology can have on a multi-partner supply chain environment. The research investigated the key antecedents of big data analytics (BDA) use in business environments as well as the ways that this use creates value for a business at an organizational level. Chen et al. found that for companies in the United States (US), BDA usage depended on the technological adeptness of the company itself, the external environment’s adoption of technology, and internal support for BDA-driven value creation by an organization’s management. However, they also found that these factors only mattered for businesses that could harness technology to process information in unique ways that offer them a competitive advantage in their respective markets.
I selected this article based on my need to understand the complexity of value-driven data as utilized in business environments in which a company requires strategic cooperation with other entities to deliver products or services to the market. The multinational nature of modern business environments was especially vital in guiding me towards this article since I consider organizations that do not achieve effective integration with their supply chain partners as inflicting themselves with disadvantages in a competitive market environment. Chen et al. not only determined that this was the case but also theorized on how organizations can understand the value they stand to gain from their data collection and analysis technologies. Therefore, this article is a vital addition to the literature since it highlights how businesses and their supply chain partners can harness rapidly emerging technological innovations to improve their individual and collective outcomes.
References
Chen, D. Q., Preston, D. S., & Swink, M. (2015). How the use of big data analytics affects value creation in supply chain management. Journal of Management Information Systems, 32(4), 4-39.
