Commentary - (2022) Volume 13, Issue 10
Received: 03-Oct-2022, Manuscript No. AASRFC-22-14986; Editor assigned: 05-Oct-2022, Pre QC No. AASRFC-22-14986 (PQ); Reviewed: 19-Oct-2022, QC No. AASRFC-22-14986; Revised: 24-Oct-2022, Manuscript No. AASRFC-22-14986 (R); Published: 31-Oct-2022, DOI: 10.36648/0976-8610.13.10.94
Big Data Analytics (BDA) is being used in theory and practise more quickly as a result of the opportunities and possible advantages. Despite persisting difficulties with the restrictions that restrict its application, several academics think that BDA could provide important advantages. We offer an integrated model based on the theory of resource-based views and the technology-organization-environment framework to examine the causes and impacts of BDA adoption in the Jordanian hotel sector. The suggested model includes both the adoption and performance facets of BDA. We gathered data for this study using an online questionnaire survey. The research model was validated using the replies from 119 Jordanian hotels.
Two important conclusions came from this investigation. First, we found that relative advantage, organisational preparation, top-level support, and legal requirements had a big impact on BDA adoption. The study’s results also show a positive and significant relationship between BDA adoption and company performance. The use of BDA and firm performance were found to be related, but the relationship was found to be moderated by information sharing.
The research demonstrated how companies might boost BDA use to increase firm performance. The latest study adds to the sparse but expanding corpus of research on the factors that influence how people accept new technology. The results of this study can be used as a resource by academics and professionals who are interested in how big data is being used in developing countries.
Both academics and practitioners can gain from the results of the current study in a number of ways. We merged the resource- based view theory (RBV) with the technology-organisation- environment framework to better understand the elements that contribute to BDA adoption as well as its potential effects on firm performance (TOE). We also assessed the applicability of the proposed framework to the BDA practises of hotels in developing countries. According to the study’s findings, organisations that share information are found to have a number of important traits that help them carry out their regularduties effectively and efficiently in order to accomplish their goals.
We were able to identify the TOE and RBV setup that was most conducive to BDA adoption and impact in the hotel industry through validation. This study offers a wealth of information for practitioners regarding the critical elements that promote increased BDA adoption and how they relate to organisational effectiveness, which in turn improves corporate performance. The study’s conclusions can assist managers or business owners in the hospitality sector in enhancing the capabilities of their organisations by enabling organisations to integrate BDA into their operational procedures in order to achieve leverage (such as by improving their performance and competitiveness). The successful implementation of BDA enables SME hotels to produce innovative products, lowers operational risks, and lowers company running expenses in the current dynamic and competitive business environment. Like other empirical studies of this level, the current study has shortcomings that may limit the applicability of the conclusions presented. The main requirement is that the example population only includes SME hoteliers. Compared to its larger competitors, this type of business has different resources and structural flexibility. Therefore, further study of major businesses is required. The second drawback of this study is acknowledged to be the COVID-19 pandemic’s consequences on Jordan’s market competitiveness. Research in the future should concentrate on the contingent influence on such a connection. The framework suggested in this study can also include additional potential elements, such as peer influence, cost effectiveness, organisational culture, or incorporating and validating whether later use of big data scores is unrelated to control variables like sector, firm age, and firm size, among others.
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The author declares there is no conflict of interest in publishing this article has been read and approved by all named authors.
Citation: Hallegraeff G (2022) Big Data Analytics Adoption Causes and Effects on Performance. Adv Appl Sci Res. 13:94.
Copyright: © 2022 Hallegraeff G. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
