Big data challenges for resource-constrained organizations in a developing economy

ABSTRACT

While extant literature showed a positive relationship between big data and firms’ competitive performance, there is still a general lack of understanding concerning the mechanisms through which big data analytics influence performance. In addition, the big data challenges in resource-constrained contexts have remained underexplored in previous research. To fill the void, this exploratory study analyzed the challenges firms might encounter in implementation stage of big data. Based on the resource-based view (RBV) of firms, this paper associated these challenges with an organization’s internal and external resources. By incorporating case study analysis, it presented three use cases from trendy fashionwear, modern footwear, and ethnic clothing industries of Bangladesh, a developing economy in South Asia. The findings show that shortage of financial resources, followed by human, complementary organizational, and technological resources are critical challenges for resource-constrained firms, especially those operating in a developing country. The study not only identified the barriers to implementing big data, but also discussed what firms need to do to handle these challenges. Therefore, it offers new insights into big data by analyzing big data challenges through the lens of resource constraint. It also discusses managerial and policy implications.

Acknowledgments

The authors would like to thank the editors, especially Dr. Shailendra Palvia, for their constructive feedback, valuable suggestions and comments.

Declaration of conflicting interest

The authors declare no conflict of interest.

Notes

¹ Adoption, implementation, and post-implementation are three different stages in technology innovation cycle: adoption involves making a decision about whether to adopt a new technology; if the decision is to go ahead with adoption, implementation involves implementing the technology; once the technology is implemented successfully, post-implementation is concerned with how much organizational learning takes place, so as to facilitate further technology adoption (Thong, 2001).

Additional information

Notes on contributors

Hafiza Sultana

Ms. Hafiza Sultana completed MBA as a Marketing major from North South University, Bangladesh with distinction. She currently works as a research and teaching associate. Her research interest broadly covers Strategic Marketing, International Entrepreneurship, and Sustainability, with special focus on developing countries. She has multiple publications in peer-reviewed international journals, along with three conference papers.

Rajeeb Bin Zaman

Mr. Rajeeb Bin Zaman completed MBA majoring in Marketing from Institute of Business Administration (IBA), Dhaka University, Bangladesh. With more than ten years of work experience in marketing research, strategic consultancy, and data analytics, he works in the Consumer Insight Division, Kantar Research Bangladesh.

Muslima Zahan

Dr. Muslima Zahan obtained her PhD in Business and Management from University of Turin, Italy. She has over hundred citations in google scholar from several strategy and sustainability-related articles published in peer-reviewed international journals. Her research interest covers sustainable global business, organizational and business strategy, and ethics and business history. She is working as an Assistant Professor at the department of Management, North South University, Bangladesh.