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Agility Through BDA and Ambidexterity: Some Empirical Evidence from Managers’ Experiences

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Ambidextrous Organizations in the Big Data Era

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Abstract

This chapter describes the micro-linkages that exist between Big Data Analytics (BDA) capabilities and an organization’s pursuit of strategic agility. One of the factors that influence this relationship is organizational ambidexterity. In order to assess this, dynamic capabilities are considered as the main theoretical framework. Multiple regressions are the main methodological approach used for this. The developed structural model is used to test on 250 survey responses collected from managers of large European organizations. The results show that the capabilities of BDA are an important precursor of an organization’s strategic agility. In this sense, managers, who want to exploit the potential of big data completely, must invest in the improvement of procedures of knowledge management across their organizations.

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Authors and Affiliations

  1. Department of Economics and Management, University of Florence, Florence, Italy

    Riccardo Rialti

  2. Lincoln International Business School, University of Lincoln, Lincoln, Lincolnshire, UK

    Giacomo Marzi

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  1. Riccardo Rialti
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  2. Giacomo Marzi
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Correspondence to Riccardo Rialti .

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Rialti, R., Marzi, G. (2020). Agility Through BDA and Ambidexterity: Some Empirical Evidence from Managers’ Experiences. In: Ambidextrous Organizations in the Big Data Era. Palgrave Pivot, Cham. https://doi.org/10.1007/978-3-030-36584-4_4

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