The social process of Big Data and predictive analytics use for logistics and supply chain management
| Autor: | Mark Barratt, Anníbal C. Sodero, Yao Henry Jin |
|---|---|
| Rok vydání: | 2019 |
| Předmět: |
021103 operations research
Knowledge management Supply chain management business.industry Computer science Process (engineering) Supply chain 05 social sciences Big data 0211 other engineering and technologies Transportation Context (language use) 02 engineering and technology Predictive analytics Grounded theory Management of Technology and Innovation 0502 economics and business Organizational structure business 050203 business & management |
| Zdroj: | International Journal of Physical Distribution & Logistics Management. 49:706-726 |
| ISSN: | 0960-0035 |
| DOI: | 10.1108/ijpdlm-01-2018-0041 |
| Popis: | Purpose The purpose of this paper is to explore the social process of Big Data and predictive analytics (BDPA) use for logistics and supply chain management (LSCM), focusing on interactions among technology, human behavior and organizational context that occur at the technology’s post-adoption phases in retail supply chain (RSC) organizations. Design/methodology/approach The authors follow a grounded theory approach for theory building based on interviews with senior managers of 15 organizations positioned across multiple echelons in the RSC. Findings Findings reveal how user involvement shapes BDPA to fit organizational structures and how changes made to the technology retroactively affect its design and institutional properties. Findings also reveal previously unreported aspects of BDPA use for LSCM. These include the presence of temporal and spatial discontinuities in the technology use across RSC organizations. Practical implications This study unveils that it is impossible to design a BDPA technology ready for immediate use. The emergent process framework shows that institutional and social factors require BDPA use specific to the organization, as the technology comes to reflect the properties of the organization and the wider social environment for which its designers originally intended. BDPA is, thus, not easily transferrable among collaborating RSC organizations and requires managerial attention to the institutional context within which its usage takes place. Originality/value The literature describes why organizations will use BDPA but fails to provide adequate insight into how BDPA use occurs. The authors address the “how” and bring a social perspective into a technology-centric area. |
| Databáze: | OpenAIRE |
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