| dc.description.abstract | This research proposed a theoretical framework that details how the preparation process for Big Data Analytics (BDA) affordances (action potentials) actualization occurs in organizations. Starting from the framework suggested by Pozzi, Pigni and Vitari (2014), which demonstrates the causal-temporal process that leads affordances existence to be perceived and then, to be actualized to produce an organizational effect, we proposed a new framework, in which we introduced the PREPARATION step. This step considered the Resource Orchestration processes (SIRMON et al., 2011; SIRMON; GOVE; HITT, 2008), to understand the required actions to prepare the organization to use BDA. The proposed framework, in its initial version, based the analysis of empirical research data, which used the method of multiple cases study with three organizations that implemented (or were implementing) BDA in their decision-making processes. Such empirical data allowed us to improve the initially proposed framework. The framework final version broadens the understanding of the complexity involved in processes, activities and methodologies that led the organizations analyzed to prepare themselves to overcome challenges and generate capabilities that allow them to actualize BDA affordances. These preparation actions involve: (a) mobilization (identification) of the necessary resources and capabilities to use BDA, (b) structuring the portfolio of technological, personal and organizational resources, (c) aggregation of these resources for capabilities generation and (d) coordination of capabilities to integrate processes and sectors and to engage BDA users solutions. In addition, organizational ambidexterity has been fundamental since the beginning of BDA structuring projects. During the processes, we observed the need to develop innovation, learning with practice and data driven culture. The originality of the research is to increase the understanding of the process of Affordances Actualization, detailing a new step (preparation), using the lens of Resources Orchestration processes, and suggesting new understandings about the causaltemporal relationship between the steps of the process represented by the proposed framework. | en |
