Abstract
Big data has emerged as a valuable resource for public and business organizations. However, its
complexity requires big data analytics (BDA) to manage, which is referred to as a comprehensive
approach to manage, process, and analyze big data to obtain actionable insights for favorable
outcomes. Recently, authors point out that investments in BDA technologies alone do not enable firms
to become a competitive force; instead, they should develop BDA capabilities (BDAC) that are not
easy to imitate and formulate (Mikalef et al. 2020; Gupta & George 2016). This study adopts the BDAC
definition by Wamba et al. (2020, p 2), which is referred to as “a holistic process that involves the
collection, analysis, use, and interpretation of data for various functional divisions to gain actionable insights,
create business value, and establish competitive advantage”. While it is statistically found that BDAC can
enable firms to gain competitive advantages (Wamba et al. 2017; Gupta & George 2016), there has
been scant research how BDAC should be leveraged strategically and which organizational changes
these capabilities entail (Mikalef et al. 2019; Mikalef et al. 2018)