Pull and Push Factors of Data Analytics Adoption and Its Mediating Role on Operational Performance

Despite the influx of data analytics (DA) practices among firms, their impact on operational performance remains ambiguous. This study examined the pull and push factors affecting the data analytics adoption (DAA) from the theoretical perspectives of the technology–organization–environment (TOE) model, theory of perceived risk (TPR), and resource-based view (RBV). The study analyzed data from 169 firms on the basis of the positivist paradigm and employed the partial least square to run the reflective–formative two-stage analysis. Accordingly, the results indicated that the three TOE model aspects exhibited a positive direct impact on DAA and indirectly impacted operational performance through DAA. However, the perceived risk did not display a similar effect in both situations. This study further revealed that the environment push factor had more explanatory power than the perceived risk pull factor, suggesting that a conducive TOE environment would motivate DAA, subsequently enhancing operational performance. The study provided valuable empirical evidence on the determinants of DAA and its subsequent effect on firms’ operational performance. Uniquely, the study also contributed to the literature from the perspective of higher-order-construct analysis in examining the determinants of DAA and its effect on operational performance. Furthermore, the mediation analysis covered the interaction of indirect-path coefficients, minimizing errors in interpreting the mediation effect.

Antecedents and Impacts of Enterprise Resource Planning System Adoption among Jordanian SMEs

Businesses need accounting information to support their decision-making. In this regard, the extensive use of Information Technology (IT) has enhanced the effectiveness and efficiency of accounting functions that support accounting-related information. Specifically, an enterprise resource planning (ERP) system ensures reporting accuracy, large amounts of transaction processing, and the generation of reports for analysis. Regardless of the numerous benefits that an ERP system provides, small and medium-sized enterprises (SMEs) have yet to catch up with their system usage. Hence, this study draws upon the technology-organisation-environment (TOE) framework to propose an integrated model that includes diffusion of innovation (DOI), institutional factors, and TOE to examine ERP adoption antecedents in the context of SMEs in Jordan. A mixed method is applied in this work, and it uses a self-administered questionnaire survey as the main data collection instrument along with interviews. Quantitative data are obtained from 102 respondents through the questionnaire, after which the research model is validated using SMEs in Jordan. The survey results show that relative advantage, top management support, organisational readiness, training, competitive pressure, government support compatibility, and service provider support significantly influence ERP adoption among the SMEs. The findings are expected to shed light on the way SMEs can enhance their ERP adoption for optimum performance, as well as extend the literature dedicated to the antecedents of information system, IT adoption, and their impact.

Investigating the Impact of Big Data Analytics on Perceived Sales Performance: The Mediating Role of Customer Relationship Management Capabilities

A persistent question for information technology researchers and practitioners is how big data analytics (BDA) can improve sales performance. Therefore, this study proposed a research model to investigate the impact of BDA on perceived sales performance in accordance with the resource-based view (RBV) and dynamic capability theory. The 416 valid responses collected from the employees of pharmaceutical organizations were analyzed using structural equation modelling to test the proposed research model. Results indicated that the BDA and customer relationship management (CRM) capabilities shared a strong positive impact on perceived sales performance. BDA, as organizational resources, creates organizational dynamic capabilities, such as CRM capabilities. BDA and CRM capabilities can influence perceived sales performance. Furthermore, CRM capabilities have a significant mediating impact on the relationships between BDA and perceived sales performance. This study also highlighted the practical and theoretical implications of the proposed model, the research limitations, and the future research directions.