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JSBED
31,8 Business model innovation:
harnessing big data analytics
and digital transformation
22 in hostile environments
Received 12 October 2022 Andrea Ciacci and Lara Penco
Revised 3 January 2023
23 June 2023 Department of Economics and Business Studies, Faculty of Economics,
1 September 2023 University of Genoa, Genoa, Italy
Accepted 10 September 2023

Abstract
Purpose – The literature mainly concentrates on the relationships between externally oriented digital
transformation (ExtDT), big data analytics capability (BDAC) and business model innovation (BMI) from an
intra-organizational perspective. However, it is acknowledged that the external environment shapes the firm’s
strategy and affects innovation outcomes. Embracing an external environment perspective, the authors aim to
fill this gap. The authors develop and test a moderated mediation model linking ExtDT to BMI. Drawing on the
dynamic capabilities view, the authors’ model posits that the effect of ExtDT on BMI is mediated by BDAC,
while environmental hostility (EH) moderates these relationships.
Design/methodology/approach – The authors adopt a quantitative approach based on bootstrapped
partial least square-path modeling (PLS-PM) to analyze a sample of 200 Italian data-driven SMEs.
Findings – The results highlight that ExtDT and BDAC positively affect BMI. The findings also indicate that
ExtDT is an antecedent of BMI that is less disruptive than BDAC. The authors also obtain that ExtDT solely
does not lead to BDAC. Interestingly, the effect of BDAC on BMI increases when EH moderates the relationship.
Originality/value – Analyzing the relationships between ExtDT, BDAC and BMI from an external
environment perspective is an underexplored area of research. The authors contribute to this topic by
evaluating how EH interacts with ExtDT and BDAC toward BMI.
Keywords Digital transformation, Big data analytics, Dynamic capabilities, Business model innovation,
Environmental hostility, SME
Paper type Research paper

1. Introduction
Digital transformation disrupted the previous competitive landscape (Verhoef et al., 2021;
Vial, 2019) and affected business processes, routines and capabilities (Matarazzo et al., 2021).
It also modified different industries by changing the nature of the competition (Barrett et al.,
2015; Dagnino et al., 2021). We can disentangle digital transformation into its two main
components, that is, internally and externally oriented (Li et al., 2018; Matarazzo et al., 2021).
Companies that apply internal management information systems (e.g. customer relationship
management) undertake an internally oriented digital transformation. Instead, externally
oriented digital transformation (ExtDT) refers to the adoption of cross-boundary
technologies (e.g. the Internet and social media) which enable the data-driven
transformation of the value creation process and serve to find new ways to exchange
value and interact with customers (Li et al., 2018; Matarazzo et al., 2021; Penco et al., 2022). The
intensive usage of smartphones, as a new permanent trend and the Covid-19 pandemic, which

Journal of Small Business and © Andrea Ciacci and Lara Penco. Published by Emerald Publishing Limited. This article is published
Enterprise Development under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute,
Vol. 31 No. 8, 2024
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1462-6004
DOI 10.1108/JSBED-10-2022-0424 seen at http://creativecommons.org/licences/by/4.0/legalcode
led customers to increase their trust in e-commerce, facilitated the proliferation and tracking Harnessing big
of the data (Kim, 2020; Penco et al., 2022), thus improving the potential of ExtDT. In this paper, data analytics
we refer to ExtDT to indicate such digital transformation’s components looking outside the
organizational boundaries. They serve as enablers of value exchange, customer interaction,
communication improvement, personalization and massive data collection (Matarazzo et al.,
2021). From an ExtDT perspective, websites and social media represent the most common
tools to connect firms and customers. Firms deploy websites and social media as channels to
advertise the brand and collect data about customer satisfaction, customer experience and 23
customer engagement (Lee et al., 2018). In addition, social media and websites enable millions
of daily online transactions and communications that nurture the generation of big data
(Dremel et al., 2017; McAfee and Brynjolfsson, 2012). Overwhelmed by incessant customer
data flows, firms must implement more advanced analytical systems to capitalize on this data
(Barton and Court, 2012). In other words, firms need to re-organize their functions and
internal processes to develop big data analytics capability (BDAC), thus becoming data-
driven organizations (Anderson, 2015). Precisely, BDAC is defined as the firm’s ability to
generate strategic insights from data by orchestrating tangible, intangible and human
resources synergistically (Mikalef et al., 2019). Data-driven firms tend to be highly innovative
(Duan et al., 2020). The literature found that BDAC assists firms in developing superior
innovation capabilities, innovating the value propositions through customer co-creation
processes and adapting the business model’s building blocks to emerging customer needs
(Gebauer et al., 2020; Mikalef et al., 2019; Urbinati et al., 2019). As demonstrated by a number
of contributions, BDAC enables innovative forms of value creation, capture and delivery
(Paiola et al., 2021), thus playing a determinant role in influencing a business model’s
components. Since a firm’s competitive advantage is rooted in its ability to implement a well-
developed and differentiated business model (Teece, 2010), business model innovation (BMI)
represents a critical source of value generation. It refers to multiple forms of innovation
related to processes, products, or services (Foss and Saebi, 2017). Gaining a deeper
understanding of the actual impact of ExtDT and BDAC on BMI can assist both academics
and practitioners alike in identifying the critical factors that drive competitive advantage and
enhance firm performance.
Therefore, an inextricable relationship appears to connect ExtDT, BDAC and BMI. We
argue that ExtDT, promoted by the intensive use of social media and websites, facilitates
BDAC development (Dremel et al., 2017; Matarazzo et al., 2021) while affecting customer
demand-pull BMI. In this way, BDAC allows firms to leverage a greater volume of data
collected through externally oriented digital technologies to strengthen BMI (Ciampi
et al., 2021).
Considering the entanglement between ExtDT, BDAC and BMI, another prominent issue
emerges. Notwithstanding successful digital transformation should lead firms to pervasively
redefine their business model’s components (Volberda et al., 2021), many firms limit their
efforts at implementing ExtDT to maximize their capacity to gain data from external sources
(e.g. e-commerce and social media). It is supposed this action is a sound investment to develop
innovative business models able to increase future revenues. However, as the digital
transformation pace is speeding up across many industries, it is questionable if a basic digital
transformation, not supported by capabilities development, is still sufficient to achieve BMI
(Li, 2020). Today’s hostile competitive environments may require developing more advanced
capabilities to innovate the business model and go beyond a basic digital transformation. In
this regard, BDAC, a high-potential ability through which firms can leverage real-time data
strategically, may represent a differentiating factor to achieve BMI more than ExtDT in the
current competitive environments. Therefore, based on these assumptions, we aim to
evaluate the effectiveness of BDAC as a mediator of the relationship between ExtDT and BMI
JSBED and, by doing this, compare the direct effects generated respectively by ExtDT and BDAC
31,8 on BMI.
At the same time, while the literature mainly analyzed the relationship between BDAC and
BMI from an internal perspective (Ciampi et al., 2021), it still lacks a clear understanding of the
effects produced by the external environment. Our study aims to fill this gap by approaching
the relationships between ExtDT, BDAC and BMI from an external perspective and
investigating how environmental hostility (EH) changes the magnitude of the relationships
24 between ExtDT-BMI, ExtDT-BDAC and BDAC-BMI. The concept of EH is defined as the
degree to which threats from the external environment jeopardize a firm’s survival (Breugst
et al., 2020; Miller and Friesen, 1982; Shirokova et al., 2016). Previous literature shows that
firms are more prone to transform their business models when they perceive a more hostile
environment (Saebi et al., 2017). EH triggers more intense reactions by firms since they must
rapidly adopt countermeasures against rivals’ moves to remain competitive (Porter, 2008). In
this regard, we argue that ExtDT and BDAC facilitate the firms’ reaction to the increasing
level of EH by enabling real-time customer data analytics, reducing environmental
complexity, facilitating decision-making, adopting ad hoc marketing strategies and
satisfying emerging customer needs (Hitt et al., 2020; Lee et al., 2018; Matarazzo et al.,
2021). Therefore, the interaction between EH and BDAC generates a positive interplay in
searching for BMI. Similarly, the perception of a higher EH may lead firms to implement more
advanced digital technologies and develop new capabilities to escape an intense rivalry trap.
As a result, EH may positively moderate the relationship between ExtDT and BDAC.
To conduct our investigation, we draw on the dynamic capabilities view (Teece, 2007;
Teece et al., 2016) combined with an external environment perspective. This perspective
involves a twofold element: a digital one, associated with the externally oriented digital
technology adoption to facilitate data tracking and a competitive one, associated with the
hostility of the competition in the business environment. Hence, to fill the literature gap, we
ask: What are the effects of EH on the relationship between ExtDT and BMI?
To answer this question, we developed a conceptual model linking ExtDT to BMI using
the construct of BDAC as a mediating variable and EH as a moderator. We analyzed a cross-
sectional sample of 200 Italian SMEs that declared to use analytics by performing partial least
square-path modeling (PLS-PM). The results of our research are applicable in multiple
literature streams, especially strategic management, innovation management and
entrepreneurship. First, this paper contributes to the dynamic capabilities view. Since big
data is a potential source of knowledge for innovative purposes (McAfee and Brynjolffsson,
2012; Grover et al., 2018; Gupta and George, 2016; Mikalef et al., 2020b), developing BDAC
implies firms innovate their current modes of doing business. Specifically, this paper
contributes to the debate about the relevance of building capabilities after ExtDT (Matarazzo
et al., 2021). This issue has received limited attention, despite covering a relevant area for the
study of strategic change (Kristoffersen et al., 2021). Second, this paper addresses the issue of
hostile competitive environments characterized by intensified competition and complexity,
short-term innovation cycles and high market volatility. In this regard, this paper aims to
partially remedy the paucity of studies investigating possible antecedents and moderators of
BMI (Foss and Saebi, 2017; Saebi et al., 2017; Zhang et al., 2021; Zott et al., 2011). Third, this
paper also contributes to the entrepreneurship literature by unveiling the crucial role of
BDAC as a means to analyze and discover new business opportunities for BMI (Obschonka
and Audretsch, 2020). Our study provides novel contributions to this field of inquiry by
highlighting that BDAC, more than ExtDT, can equip firms with enhanced chances to
achieve BMI. Entrepreneurial opportunities can arise from the analysis of big data through
the discovery and generation of new business ideas, the anticipation of rivalry’s competitive
moves and the adoption of entrepreneurial strategies to launch and commercialize new
products and services (Matarazzo et al., 2021; Ndofor and Levitas, 2004). Such an effect is
more pronounced as EH increases, demonstrating the uncertainty-reducing nature of BDAC Harnessing big
(Van Rijmenam et al., 2019). data analytics
The paper is structured as follows. Section 2 defines the theoretical background and
reviews the literature. Section 3 develops the hypotheses. Section 4 describes the context of
the analysis and the sample. Section 5 presents the methodology and the assessment. Section
6 presents the results. Section 7 discusses the findings and provides the theoretical and
managerial implications. Section 8 concludes with the limitations and avenues for future
research. 25

2. Literature review
2.1 Externally oriented digital transformation (ExtDT)
Digital transformation is a “change in how a firm employs digital technologies, to develop a
new digital business model that helps create and appropriate more value for the firm”
(Verhoef et al., 2021, p. 889). Digital transformation involves two components, i.e. internal and
external. We focus on the external component (ExtDT) to indicate the routines based on
digital technologies that consistently modify the building blocks of the existing business
models to create a unique newness. Therefore, ExtDT plays a crucial role in the logic of value
creation and capturing through new business models. The research demonstrates that digital
technologies have facilitated disruptive changes in many business models (Li, 2020). The
transformations driven by the adoption of externally oriented digital technologies provoke
drastic changes to business models, in terms of value creation and customer relationships
(Penco et al., 2022).
Firms can leverage ExtDT to improve communication with customers and better
understand their needs. Subsequently, firms can customize the offering depending on the
requirements suggested by the customer segments. The value co-creation process depends
on this lean interaction between a firm and its clients.

2.2 Dynamic capabilities view: the relevance of the framework

Digital transformation requires both the adoption of technical resources and the development
of dynamic capabilities (Matarazzo et al., 2021). To provide a comprehensive understanding
of this phenomenon, this study employs a construct related to technological resources, i.e.
ExtDT, and dynamic-capabilities construct, i.e. BDAC. The dynamic capabilities view frames
the conceptualization of this paper. Typically, the dynamic capabilities view refers to
environments characterized by disruptive technological shifts. The firms integrate digital
technologies to improve their internal activities and connections with customers (Karimi and
Walter, 2015). Dynamic capabilities “extend, modify, change and/or create” (Drnevich and
Kriauciunas, 2011, p. 255) new configurations of ordinary capabilities to address
environmental changes (Matarazzo et al., 2021; Rindova and Kotha, 2001).
The issue of building capabilities from the ExtDT process has often been overlooked,
despite its absolute relevance to management (Matarazzo et al., 2021; Warner and W€ager,
2019). Capabilities support firms in coping with unstable environments (Teece, 2007). As
Teece and colleagues wrote in 1997, the term “dynamic capabilities” refers to “the capacity
to renew competences so as to achieve congruence with the changing business
environment” (Teece et al., 1997, p. 515) by emphasizing “the key role of strategic
management in appropriately adapting, integrating, and reconfiguring internal and
external organizational skills, resources, and functional competences to match the
requirements of a changing environment” (Teece et al., 1997, p. 515).
Applying the notion of dynamic capabilities to the business model concept, dynamic
capabilities can mix and orchestrate business model components or elements into new
JSBED business models (Teece, 2018). In other words, dynamic capabilities shape the creation of new
31,8 business models with an effect proportionate to their degree of development. Weaker
dynamic capabilities are likely to incrementally adjust business models based on past
investments and existing organizational processes. Incisive dynamic capabilities are more
likely to generate radical shifts of resources or activities in a business model.
To explain the choice of hostility as an environmental condition, we apply the
conceptualization by Chen (1996). A firm competing in a hostile industry does not have
26 alternatives but to beat its competitors. In a hostile environment, a defensive strategy is a
risky one. Contrarily, prospector strategies allow a firm to grasp opportunities (Calantone
et al., 1997). In other words, “Increased hostility forces executives to find innovative ways to
reduce or manage the sources of hostility” (Zahra, 1993, p. 324). Therefore, in hostile
environments, a firm must dynamically behave to find innovative business opportunities to
prevent technological obsolescence or cope with radical changes in the industry (Zahra, 1993).
For instance, a firm should engage in innovation activities to develop and offer novel or
differentiated products/services. As a response to the need to find new solutions in hostile
environments, firms are often motivated to adopt innovative strategies that involve making
regular adjustments to their business models and exploring novel configurations in search of
the most effective and innovative approaches. Therefore, based on the abovementioned
arguments, we consider that EH consistently integrates into a framework whose BMI is the
outcome.

2.3 Big data analytics capability (BDAC)

BDAC is the ability of a firm to exploit big data to reap strategic insights (Grover et al., 2018).
BDAC gains strategic relevance through new information exploitation, increasing the
synergies between business areas and seizing new business opportunities (Akter et al., 2016;
Dremel et al., 2017; Matalam€aki and Joensuu-Salo, 2021; Sestino et al., 2020). Therefore, a firm
can pursue a better framing of the strategic options and anchor this process to the numbers’
rationality through BDAC. BDAC also facilitates environmental scanning to identify new
business opportunities (Duan et al., 2020) and reduces complexity and uncertainty by
extracting meaning from data to improve strategic decision-making (Chen et al., 2015). In
addition, BDAC allows firms to address market changes and customers’ needs and optimize
their internal operations (Dubey et al., 2020; Kitchens et al., 2018). BDAC enables the
personalization of services and offers through advanced consumer analytics (Matarazzo et al.,
2021). Hence, big data systems may lead to increased customer-centricity and business model
experimentation (Dezi et al., 2018).
Gupta and George (2016) distinguish the three dimensions of the BDAC. The tangible
resources dimension indicates the technological architecture that a firm adopts to integrate,
store, process, analyze and visualize data, the amount of data at its disposal and basic
resources (i.e. money, time) (Dubey et al., 2020; Gupta and George, 2016). The intangible
resources dimension refers to the culture of a data-driven organization. They enable
organizational decision-making pervasively connected to the data. Intangible resources also
refer to the intensity of organizational learning, indicating a process of exploration, sharing
and knowledge application derived from data (Chen et al., 2015). The human resources
dimension embraces the employees’ technical skills, managerial skills to understand
information from data and coordinate workmates and relational competencies linking
different hierarchical levels and professionals within an organization (Anderson, 2015).
In this paper, BDAC represents the capability of channeling the potential of ExtDT toward
BMI. The development of specific dynamic capabilities helps avert the so-called capabilities
gap (Karimi and Walter, 2015), which arises when, following a change process, the firm lacks
the necessary capabilities to capitalize on the change.
2.4 Business model innovation (BMI) Harnessing big
A business model indicates a firm’s “design or architecture of the value creation, delivery, data analytics
and capture mechanisms” (Teece, 2010, p. 172). A business model describes how a firm
delivers value to customers, persuades them to pay and converts payments into profit
(Sj€odin et al., 2020). It represents the managerial beliefs about customer needs, how they
want customers to be satisfied and how the firm can organize the best arrangement to meet
those needs (Teece, 2010). A well-developed business model is essential for innovators to
not fail in delivering or capturing value from their innovations (Chesbrough, 2007; Miller 27
et al., 2021). A business model differentiating from the competitors and hard to imitate is
more likely to yield profits (Teece, 2010). A business model must continuously address the
changes in the competitive environment. To marry the new conditions, a firm must
innovate its business model (Johnson et al., 2008; Teece et al., 2016). The definition of BMI
differs depending on the theoretical framework adopted. This paper adopts the BMI
definition proposed by Foss and Saebi (2017), according to which BMI is “designed, novel,
nontrivial changes to the key elements of a firm’s business model and/or the architecture
linking these elements” (Foss and Saebi, 2017, p. 201). Therefore, from the perspective
adopted in this paper, the BMI is the outcome of transformative processes and an
innovative result itself (Snihur and Wiklund, 2019).

2.5 Environmental hostility

Firms must sense the environment to timely seize the window of opportunity. Firms need
capabilities that allow them to plumb the external environment. Specifically, this paper
deals with EH (Kreiser et al., 2020; Michaelis et al., 2022). It refers to the action of external
forces that threatens a firm (Breugst et al., 2020). These forces can simultaneously
involve aspects of the industry, competition, customers and market (Covin and Slevin,
1989; Green et al., 2008). High firms’ failure rates, incessant competitive intensity, low
customer loyalty and reduced profit margins in the industry are examples of threats
affecting competitive environments. The joint action of such exogenous factors
undermines the executive’s ability to control the firm fate (Michaelis et al., 2022).
Depending on multiple factors, high hostility is perceived differently from firm to firm.
An organization may see lights, like opportunities, in the hostile dark, while others may
see only shadows. The manner firms approach the market mainly depends on these
perceptions (Hitt et al., 2020).

3. Hypotheses development
3.1 Digital transformation influencing business model innovation
Firms use digital technologies to structure new business models to create value and
capitalize on it (Verhoef et al., 2021). The literature suggests that ExtDT contributes to BMI
by changing the value propositions and networks, launching new digital channels and
enabling agility and ambidexterity (Li et al., 2018; Dezi et al., 2018; Vial, 2019). Empirical
evidence suggests that firms can innovate their business model by leveraging digital
technologies to create and deliver value to new and specific customer segments (Matarazzo
et al., 2021). The more frequent use of mobile devices, social media and e-commerce has
radically changed the interactions between firms and customers (Muninger et al., 2019).
Literature also shows that social media improves and changes customer value propositions
and contributes to shaping innovative delivery mechanisms (Matarazzo et al., 2021; Penco
et al., 2022).
Based on the abovementioned arguments, we hypothesize that:
H1. ExtDT significantly and positively affects BMI.
JSBED 3.2 Digital transformation effects on big data analytics capability
31,8 In 2017, Dremel et al. found that the advancement of the ExtDT process is necessary to
develop a proper BDAC. Analytics was implemented through a more advanced technology
infrastructure to perform data analytics with innovative methods. Information technology
and big data departments work side by side to meet the analytics needs. Externally oriented
digital technologies allow a firm to generate and store more data. These devices connect
people to businesses by aligning customer needs with business priorities (Jones et al., 2015).
28 ExtDT generates large and varied volumes of data on customers at a higher velocity (George
et al., 2014). If sustained by the appropriate technological architecture, BDAC represents the
bundle of attitudes, skills and competencies to exploit the latent values of data. Digital
technologies equip firms with advanced systems to monitor real-time data, recognize new
trends and renew their strategy (Iansiti and Lakhani, 2014). BDAC provides the keys to
opening them and supporting data acquisition, storage and analysis (Hanelt et al., 2021).
Matarazzo et al. (2021) show that new externally oriented digital technologies lead SMEs to
change their interactions with customers promoting value co-creation. These changes imply
that firms reconfigure existing routines and resource through dynamic capabilities
development (Matarazzo et al., 2021). Customer data acquisition from social media and
websites encourages firms to develop BDAC.
Therefore, we posit that:
H2. ExtDT significantly and positively affects BDAC.

3.3 Big data analytics capability effects on business model innovation

BDAC allows firms to predict market requirements, adjust their strategies and architecture to
meet emerging market needs and anticipate the competitors’ moves. BDAC supports massive
reconfigurations to continuously nurture innovative value propositions for customers
(Kitchens et al., 2018). BDAC can enable the adoption of a non-easily-copiable business model
(Loebbecke and Picot, 2015). Ciampi et al. (2021) highlight that a manager may intuit a new
business model but not be able to rationalize and consistently articulate it. Starting from these
assumptions, Ciampi et al. (2021) demonstrated that BDAC positively influences BMI. BDAC
allows firms to extract hidden insights about consumer behaviors, expectations and opinions
on social media. BDAC helps firms to exploit customer data. Employees and managerial
capabilities support the interpretation of the results from analytics. This process shapes
customer value creation based on their different profiles. Firms cluster customers through
BDAC to reveal different buyer segments. Therefore, firms can personalize the customer
experience, launch tailored promotions and apply varying prices depending on the demand
changes (Matarazzo et al., 2021). Overall, BDAC supports BMI through massive and multiple
reconfigurations. The mediation mechanism enabled by BDAC allows firms to identify
customer behavior patterns from multiple data sources. This allows for the creation of
information asymmetries over rivals, which the firms can exploit to their advantage to pursue
ad hoc competitive strategies. Possessing valuable and exclusive knowledge enhances the
firm’s ability to implement tailored-made business models by leveraging that knowledge to
better satisfy customer needs (Ndofor and Levitas, 2004).
As such, we can hypothesize that:
H3. Through its impact on BDAC, ExtDT will be positively related to BMI.

3.4 The moderating effect of environmental hostility

It has been demonstrated that environmental uncertainty, i.e. a set of external phenomena
that involves EH, moderates the relationship between BMI and its antecedents (Foss and
Saebi, 2017; Zhang et al., 2021). Some authors argue that BMI is a reaction process to
environmental changes (Zhang et al., 2021). Firms leverage digital technologies to renew their Harnessing big
business model components as a response to external changes. For instance, in unpredictable data analytics
competitive environments, firms may use their digital capabilities to collect data and
information identifying the current trends in market development and customer preferences
according to which innovating their business models (Matarazzo et al., 2021; Verhoef et al.,
2021). The literature shows that SMEs incorporate digital technologies into their business
models in an innovative effort to face increasingly competitive environments (Paiola et al.,
2022). Leveraging externally oriented digital technologies (e.g. customer relationship 29
management systems) enables particular combinations of business model design able to
support the firm’s competitiveness against the threats of fierce rivalry through enhanced
management of customer relationships (Zhao et al., 2020).
Therefore, when the competitive landscape becomes more hostile, firms appear to be more
prone to leverage ExtDT to innovate their business models. Being ExtDT exposed to
contingency effects and able to influence BMI, one may argue that when the degree of EH is
higher, the relationship between ExtDT and BMI is strengthened.
H4a. The relationship between ExtDT and BMI is positively moderated by EH.
External triggers affect dynamic capabilities building (Teece, 2007; Teece et al., 2016).
External factors are associated with the disruptive digital competition enabled by the more
intensive use of externally oriented digital technologies (Warner and W€ager, 2019).
Specifically, more hostile competitive environments may trigger firms to implement more
advanced digital technologies and develop specific capabilities. For instance, Volberda et al.
(2021) highlight that firms tend to adopt a transformative approach to face fierce competition
by upgrading their digital routines. In these terms, firms perceive environmental hostility as
an external condition to be coped with regular digital advancements. For instance, by
investigating the transformation journey of a high-tech small and medium-sized enterprise
(SME), Ates and Acur (2022) found that firms should move through different digital
transformation steps to escape the obsolescence trap. This manifests in incremental phases of
digital technology implementation. They also found that developing dynamic capabilities is
an effective approach to thrive in unpredictable competitive environments. Therefore, the
perception of greater EH may lead firms to regularly implement advanced digital
technologies and develop inimitable capabilities, avoiding their technological advantage
being deteriorated by competitors.
Therefore, one may argue that the interaction between ExtDT and EH generates higher
positive effects on BDAC.
H4b. The relationship between ExtDT and BDAC is positively moderated by EH.
Saebi et al. (2017) empirically demonstrate that firms are more likely to adapt their business
model when they perceive more threats than opportunities in the external environment. We
argue that, when high levels of EH interact with higher BDAC, the intensity with which a firm
tends to innovate its business model increases. For instance, BDAC reduces the action time
since it replaces harsh marketing research and enables more frequent and rapid adjustments
of marketing strategies (Lee et al., 2018). Therefore, the positive interplay between BDAC and
EH can aid firms in timely discovering new trends and innovating their business model.
BDAC contributes to unraveling a hostile and uncertain competitive environment (Hitt et al.,
2020) by providing rational information to make decision-making processes more effective in
an unclear context. Under high environmental turbulence, the impact of BDAC on innovation
capabilities amplifies (Mikalef et al., 2019). When complexity and uncertainty underlying EH
increase, BDAC contributes to averting information overload (Eppler and Mengis, 2004).
Specifically, under these circumstances, BDAC supports managerial decisions (Mikalef et al.,
2019) when heuristics may decrease in effectiveness. BDAC unveils the complexity of fuzzy
JSBED context by making sense of unstructured data, providing causal or correlational evidence and
31,8 enabling the management of multiple collaborations in a flexible way (Grover et al., 2018).
Therefore, we hypothesize that:
H4c. The relationship between BDAC and BMI is positively moderated by EH.
Figure 1 shows the conceptual framework hypothesized. It involves the causal
relationship between the different concepts and clarifies through which actions the
30 causal relationships are realized. Overall, the configuration of this model derives from the
systematic conceptualization proposed by Schilke et al. (2018) that reveals an antecedent-
consequence model pivoting around the dynamic capabilities. The model also involves a
moderator, i.e. the environmental factor. Mikalef et al. (2019) demonstrate that BDAC
triggers the sensing, seizing and transforming properties of the higher-order dynamic
capabilities (Teece, 2007). In the specific, firms sense opportunities and threats using big
data-generated insights combining multiple data sources (Kiron, 2017). Firms seize
opportunities by exploiting the big data capacity to improve decision-making and
resource orchestration (Mikalef et al., 2019). In addition, data-driven firms learn from
previous successes or failures concerning products, services, or marketing campaign
launches to transform their current capabilities, processes and business models
(Matalam€aki and Joensuu-Salo, 2021; Mikalef et al., 2019). Customer data analysis is
essential to convert user review-based information into action. Figure 1 deductively
shows how ExtDT affects BMI through the mediating role of BDAC. The environmental
factor of hostility is supposed to positively interplay with ExtDT and BDAC toward BMI.
Previous literature shows that BDAC can aid firms in responding to EH. As complexity
increases due to radical industry changes, intense regulatory burdens and hard-to-beat
competitors, data-driven firms stand out by obtaining a better knowledge of the strategic
alternatives (Dutot et al., 2014).

4. Data
4.1 The context of analysis
Italy is the birthplace of SMEs. SMEs cover 99.9% of the entire Italian entrepreneurial
fabric (European Commission, 2019) and generate a value-added of 490.9 billion (66.9% of
all enterprises). We analyze a sample of 200 Italian SMEs by adopting a cross-sectional
design. Data collection occurred in October 2021. We considered a database containing
1,707 firms that would potentially meet the selection criteria (for example, SMEs using
analytics as a unit of analysis and professionals of strategic management as a
respondent). We sent an e-mail to potential candidates asking about their willingness to
participate in a survey for research purposes. The survey was administered through
Computer-Assisted Telephone Interviewing (CATI). Data were collected via Google
Forms and exported to an Excel spreadsheet. An essential requirement of the research is
that only firms using analytics were considered valid respondents because of their better
knowledge of advantages, disadvantages and related difficulties in the analytics
implementation, ExtDT and capabilities development. The questionnaire has a specific
filter at the first stage: “Do you make use of big data analytics systems within your
company?”. If the response was negative, the profile could not participate in the survey.
Finally, we received 200 useable and valid questionnaires corresponding to a response
rate of 12%. Concerning the respondent profile, 70% are top managers, 20.9% are family
members involved in business management and 9% are entrepreneurs. The respondents
are professionals committed to the firm strategic management. These profiles better know
the business model, activities and vision. Table 1 shows the characteristics of the firms
and respondents interviewed.
Harnessing big
data analytics

31

Figure 1.
Conceptual framework
JSBED Variables Number (N 5 200) Percentage (%)
31,8
Respondent’s age
35–49 87 43.5
50–64 106 53
≥65 7 3.5

32 Gender
Female 40 20
Male 160 80
Position
Top Manager 140 70
Entrepreneurs 16 8
Family member 42 21
Other 2 1
Industry
Agriculture, livestock, fishing 5 2.5
Service to businesses (consulting, IT, etc.) 13 6.5
Service to people (hotels, restaurants, sports, entertainment) 10 5
Wholesale and retail trade 48 24
Finance, banking, insurance 3 1.5
Process industry 12 6
Manufacturing industry 98 49
Health services 4 2
Transportation and logistics 6 3
Utilities 1 0.5
Firm’s size (employees)
<49 116 58
50–99 53 26.5
Table 1. 100–249 27 13.5
Characteristics of the 250–499 4 2
sample Source(s): Authors’ own elaboration

5. Methodology
We tested the hypotheses through the partial least square path modeling (PLS-PM) method
(Sanchez et al., 2017). The PLS method supports research based on not normally distributed
variables and reinforces the predictive nature of the analysis (Galindo-Martın et al., 2019). The
PLS method is a usual method to analyze cause-effect relationships. Bootstrap validation
based on 5,000 resamplings supports the PLS-PM application to test the significance of the
relationships of the structural model. We used the R software package “plspm” (Sanchez et al.,
2017) to perform the analysis.

5.1 Measurement scales

We measured the constructs through 7-point Likert scales (1 5 strongly disagree,
7 5 strongly agree). All the scales had been tested and validated in the literature.
We performed a principal component analysis (PCA) on each latent construct to verify the
factor structure of the corresponding set of observed variables. Following this, we excluded
the items having a weak correlation to the factor. The removal suggested by PCA implied a
reduction of the scales’ dimensionality in the case of ExtDT (Galindo-Martın et al., 2019), BMI
(Asemokha et al., 2019), EH (Green et al., 2008) and BDAC (Mikalef et al., 2019). Table 2
describes the items selected after the factor analysis for each construct.
Constructs Items Sources
Harnessing big
data analytics
ExtDT Use social networks (for example, Facebook, LinkedIn, Xing, Galindo-Martın
Viadeo, Yammer, etc.) et al. (2019)
Having a web
BDAC Basic resources Mikalef et al. (2019)
Our “big data analytics” projects are adequately funded
Our “big data analytics” projects are given enough time to 33
achieve their objectives
Technology
We have explored or adopted parallel computing approaches
(for example, Hadoop) to big data processing
We have explored or adopted new forms of databases such as
Not Only SQL (NoSQL)
Managerial skills
Our BDA managers are able to coordinate big data-related
activities in ways that support other functional managers,
suppliers, and customers
Our BDA managers are able to understand and evaluate the
output extracted from big data
Our BDA managers are able to understand where to apply big
data
Technical skills
Our ‘big data analytics’ staff has the right skills to accomplish
their jobs successfully
Our “big data analytics” staff has suitable education to fulfill
their jobs
Data-driven culture
We base our decisions on data rather than on instinct
We are willing to override our own intuition when data
contradict our viewpoints
Organizational learning
We are able to assimilate relevant knowledge
We are able to apply relevant knowledge
BMI When necessary, we are able to carry out massive internal Asemokha et al.
reconfigurations to enhance our overall value proposition to our (2019)
customers
We regularly consider innovative opportunities for changing
our existing pricing models
Environmental The failure rate of firms in my industry is high Green et al. (2008)
hostility Low profit margins are characteristic of my industry Table 2.
Source(s): Authors’ own elaboration Measurement scales

5.2 Measurement model

We tested the validity of the formative constructs by calculating the Adequacy Coefficient
(R^2) (Mackenzie et al., 2011). All the constructs show an R2 higher than the threshold of 0.5, in
line with those the literature prescribes. The constructs do not suffer from multicollinearity
since the Variance Inflation Factors (VIFs) are lower than 10. Finally, the weights between the
items and the latent constructs are statistically significant (Petter et al., 2007).
We calculated Cronbach’s alpha to evaluate the scales’ internal consistency of the
reflective constructs. Three constructs reach the threshold of 0.7. The only exception is
the technical skill construct, with a value equal to 0.628. For this reason, we performed the
additional test of Dillon–Goldstein’s rho (DG rho) to evaluate the internal consistency. All
these values are higher than 0.843, exceeding the threshold of 0.7. This test supports the
JSBED consistency of the inner constructs. In addition, all the outer loadings exceed the cross-
31,8 loadings. Average variance extracted (AVE) demonstrates an overall good discriminant
validity. The minimum AVE value obtained is 0.727 (minimum threshold of 0.5). We
concluded that the measurement model validation ensures adequate standards for a model
analyzing relationships between higher-order formative constructs. Table 3 shows the
correlation matrix and assessment for the reflective constructs. We assessed the model by
considering the goodness of fit (GOF). The GOF value of 0.69 is in line with the recommended
34 threshold (Wetzels et al., 2009).

6. Results
First, we preliminarily run structural equation models to test firm sectors and size as control
variables on the endogenous variables (i.e. BDAC and BMI). To include the control variables,
we followed the indications provided by Becker (2005), Becker et al. (2016) and Barrett et al.
(2015). We obtain that the control variables do not have a significant effect on endogenous
variables.
Second, we tested the hypotheses of the main research model. Table 4 summarizes the
results, including the standardized path coefficients (β), their significance (t-values) and the
explained variance of endogenous variables (R2). We calculated these values through a
bootstrapping validation based on 5,000 random resamples. BMI and BDAC, as endogenous
variables, explain a portion of the variance equal to 40.2% and 19.0%. Hypothesis 1 confirms
the significant and positive relationship between ExtDT and BMI (β 5 0.192, t-value 5 2.345).
The significance of the relationship is also confirmed by bootstrapping (perc. 0.25 5 0.028;
perc. 0.75 5 0.341). The results show that hypothesis 2 is not confirmed because ExtDT does
not significantly affect BDAC (β 5
0.012; t-value 5
1.285). The results show that the
intensity and significance of the relationship between BDAC and BMI (β 5 0.252,
t-value 5 3.264) are higher than ExtDT-BMI. Contrary to our expectations, ExtDT does not
appear to influence BDAC. This result could find a-posteriori justification in the absence of
many decisive factors that the relationship between ExtDT and BDAC does not consider.
Such factors would appear determinant in the construction of BDAC to the extent that their
absence could inhibit the significance of the relationship between ExtDT and BDAC. These
factors may include existing data infrastructure, lack of skilled personnel and ineffective data
management practices. Although a company may have already implemented ExtDT, it is
possible that additional digital technologies (e.g. cloud computing, machine learning) are
necessary to support the development of BDAC. In addition, while ExtDT can enable
organizations to collect and store large volumes of data, the ability to analyze data and extract
insights from that data requires highly skilled personnel. The lack of these professionals may
partially explain why ExtDT does not significantly impact a firm’s BDAC. Finally, the
implementation of the latest technologies should go hand-in-hand with the adoption of
effective data management practices. Such practices lead firms to capitalize on data through
the definition of a proper data governance framework, including the assignment of roles and
responsibilities for data management and the mobilization of multiple data sources (i.e. data
integration) to gain more accurate and exclusive strategic insights. Hypothesis 3 is confirmed.
Bootstrapping positively validates the effect of BDAC on BMI (perc. 0.25 5 0.066; perc.
0.75 5 0.333). Therefore, the direct effect of BDAC on BMI is higher than that of ExtDT on
BMI (βBDAC→BMI − βEXTDT→BMI ¼ 0:060). The previous findings show that ExtDT is not a
direct antecedent of BDAC. The interaction with EH does not change the result. The model
does not show a significant effect of EH on the relationship between ExtDT and BMI
(β 5
0.086, t-value 5
0.909). Therefore, hypothesis 4a is not confirmed. When EH
increases, so does the complexity and uncertainty associated with the external environment.
As a result, in the absence of BDAC, which may reduce the level of environmental complexity,
 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Firm industry (1) 1.00

Firm size (2) 0.11 1.00
ExtDT (3)
0.04 0.15 1.00
Resources (4)
0.04 0.19 0.34 1.00
Technology (5)
0.07 0.11 0.23 0.55 1.00
Managerial Skills (6)
0.00 0.14 0.27 0.73 0.53 1.00
Technical Skill (7) 0.01 0.21 0.24 0.59 0.30 0.66 1.00
Culture (8) 0.10 0.18 0.19 0.53 0.37 0.57 0.54 1.00
Learning (9) 0.05 0.18 0.18 0.37 0.14 0.52 0.51 0.41 1.00
Tangible (10)
0.06 0.18 0.33 0.91 0.84 0.73 0.53 0.53 0.31 1.00
Human (11) 0.00 0.19 0.28 0.74 0.47 0.93 0.90 0.61 0.56 0.71 1.00
Intangible (12) 0.10 0.21 0.22 0.55 0.32 0.65 0.63 0.87 0.81 0.51 0.70 1.00
BDAC (13) 0.02 0.23 0.33 0.87 0.68 0.85 0.77 0.74 0.60 0.89 0.90 0.80 1.00
BMI (14) 0.10 0.17 0.34 0.47 0.37 0.45 0.42 0.44 0.28 0.49 0.48 0.43 0.55 1.00
Environmental hostility (15)
0.13
0.03 0.17 0.19 0.36 0.13 0.17 0.08 0.08 0.30 0.17 0.10 0.25 0.23 1.00
Cronbach’s alpha 0.84 0.63 0.72 0.69
AVE 0.76 0.73 0.78 0.76
DG rho 0.90 0.84 0.88 0.87
Source(s): Authors’ own elaboration
data analytics

35
Harnessing big

assessment of
Correlation matrix and
Table 3.

reflective constructs
JSBED Hypothesis Bootstrapping confidence
31,8 Hypothesis testing Relationship Estimate t-value interval

Hypothesis 1 Supported ExtDT → BMI 0.192* 2.345 (0.028; 0.341)

Hypothesis 2 Not supported ExtDT → BDAC
0.012
1.285 (
0.031; 0.044)
Hypothesis 3 Supported BDAC → BMI 0.252*** 3.264 (0.066; 0.333)
Hypothesis Not supported ExtDT x EH → BMI
0.086
0.909 (
0.213; 0.030)
36 4a
Hypothesis Not supported ExtDT x 0.025** 2.665 (
0.003; 0.087)
4b EH → BDAC
Hypothesis Supported BDAC x EH → BMI 0.402**** 4.543 (0.395; 0.634)
4c
Note(s): ****p-value <0.001; *** p-value <0.005; ** p-value <0.01; * p-value <0.05; bootstrapping based on
Table 4. 5,000 samples
Summary of the results Source(s): Authors’ own elaboration

a firm’s ability to oversee evolving market and customers’ preferences), as well as their ability
to predict and react to rival initiatives and discover new business opportunities, may
decrease. Finally, such premises may be the prelude to failure in the BMI process. Hypothesis
4b is partially not confirmed by bootstrapping. EH would not appear to moderate the
relationship between ExtDT and BDAC (β 5 0.025; t-value 5 2.665). Despite the t-value
(2.665) being close to an ideal threshold of significance, the bootstrapping validation
definitively demonstrates it is not significant (perc. 0.25 5
0.003; perc. 0.75 5 0.087). The
lack of significance in the relationship between ExtDT and BDAC under the moderation of
EH might be due to negative side effects generated by highly competitive and uncertain
environments, such as risk aversion, which may discourage firms from investing further
resources in strengthening their BDAC while relying on existing routines. This may lead
firms to prioritize short-term strategic paths over long-term and costly process of BDAC
development. Such arguments may partially clarify why our empirical evidence does not
support the influence of ExtDT on a firm’s BDAC. Hypothesis 4c is confirmed since the
positive effect of BDAC on BMI significantly increases when EH plays as a moderator
(β 5 0.402, t-value 5 4.543). Bootstrapping confirms the validity of this finding (perc.
0.25 5 0.395; perc. 0.75 5 0.634).
Figure 2 represents the path coefficients for each relationship between the higher-order
constructs.

Figure 2.
Path coefficients
between higher-order
constructs
7. Discussions and conclusions Harnessing big
This paper aims to answer the research question of whether ExtDT contributes to BMI. data analytics
Considering BDAC as a mediator variable between ExtDT and BMI, we develop and test an
empirical model. The analysis shows that ExtDT significantly and positively affects BMI.
According to our hypotheses, the implementation of externally oriented digital technologies
enables firms to access vast amounts of data from external sources, such as customers,
suppliers and competitors. As a result, this culminates in a better understanding of customer
needs and preferences, market trends and competitor strategies, which can inform the 37
development of innovative business models. Taking it a step further, from our empirical
analysis, it would appear that the effectiveness of digital technologies in achieving BMI is
contingent on the business environment in which a firm competes. As the level of EH
increases, the external environment becomes more complex and uncertain. In hostile
environments, the risk to make erratic decisions significantly increases (Mitchell et al., 2011),
especially if firms do not have the capabilities to make sense of such uncertain and rapidly-
changing environments and make more informed decisions (Mikalef et al., 2019). In other
words, without a well-established BDAC, which can help reduce the level of environmental
complexity, a firm’s ability to stay abreast of evolving market and customer preferences,
predict and respond to rival initiatives and identify new business opportunities may decrease.
Ultimately, these factors can increase the risk of failure in the BMI process.
It is noteworthy that the strength of the relationship is lower than those between BDAC
and BMI. An explanation may be that many more firms decide to use digital technologies to
adequate to the new trends. Today, innovating the business model only through the adoption
of digital technologies is more difficult for a firm. For many industries, a specific level of
ExtDT could be a minimum requirement to remain competitive. To increase the likelihood of
BMI, firms must adopt more complex technologies and develop dynamic capabilities to shape
their functions in a differentiated and original manner compared to their rivals. It would
explain the higher effect of BDAC on BMI than ExtDT does. BDAC nourishes the competitive
armory of a company by conferring tools, diversified and complementary competencies and
adequate knowledge with a high degree of specialization to exploit customer data toward
BMI. This specialization marks the difference in the resources and capabilities possessed by
competitors, leading some firms to innovate more than others, overperforming their
counterparts. This finding appears to support previous literature according to firms need
non-imitable and non-replicable capabilities to define their activities (Schilke et al., 2018;
Teece, 2007). Digital transformation is a journey that implies regular development steps (Ates
and Acur, 2022; Volberda et al., 2021). Therefore, it is fundamental that firms upgrade their
technological systems and capabilities over time to increase the likelihood of achieving BMI.
Contrary to our hypothesis, ExtDT does not significantly influence the BDAC. It means
that ExtDT solely does not contribute to enhancing a firm’s analytical capabilities. First, the
development of BDAC may require additional investments in a different array of digital
technologies to upgrade the existing data infrastructure according to analytics needs (Dremel
et al., 2017). Therefore, the development of BDAC is not a mere issue of technology (Gupta and
George, 2016) but requires an all-around transformation to combine multiple capabilities and
skills (Anderson, 2015). For instance, firms running toward a data-headed reconversion must
cover functional needs by seeking and hiring highly skilled professionals (De Mauro et al.,
2018), such as data scientists able to extract, manipulate and manage big data. Moreover,
data-driven firms are used to adopt ad hoc managerial data practices (Mikalef et al., 2019).
Such practices include establishing solid procedural and structural governance adjustments
in order to marry the leadership style, effective talent management, appropriate technologies
and innovative decision-making processes based on cross-functional cooperation and
problem-solving approaches (McAfee and Brynjolfsson, 2012; Mikalef et al., 2020a). In
addition, firms must feed a new organizational culture by instilling a sense of job security in
JSBED all employees (Sestino et al., 2020) through an ethical approach (Vial, 2019). Even when
31,8 considering the moderation of EH, the relationship between ExtDT and BDAC does not
appear to be significant. This could be attributed to the side effects associated with hostile
environments such as risk aversion which may discourage firms from investing further
resources in strengthening their BDAC. Expanding on this line of reasoning, when firms
perceive themselves as entities not able to navigate hostile environments due to limited
technological infrastructure and the lack of capabilities, they may develop an aversion to
38 investing additional resources to upgrade their assets. In such a situation, perceptions of
hostile environments and growing uncertainty encourage managers to rely on existing
routines (Chattopadhyay et al., 2001; Shimizu, 2007). Said differently, the lack of enabling
routines may reduce a firm’s attitude to take action and implement more advanced
technologies and capabilities (Chattopadhyay et al., 2001). Under this condition, firms may
prioritize strategic momentum (i.e. repeating previous strategic actions; see Amburgey and
Miner, 1992) and short-term survival over the long-term process of capabilities development.
Our results indicate that BDAC leads to BMI. This result is consistent with prior literature
showing that BDAC positively affects BMI (Ciampi et al., 2021) and, from a general
perspective, dynamic capabilities lead to BMI (Randhawa et al., 2021; Teece, 2018). Dynamic
capabilities favor BMI, especially in environments characterized by high hostility (Teece
et al., 2016). Practically, BDAC allows ad hoc segmentation of customers, stimulating firms to
effectuate more precise adaptations of products and services, improving the customer
experience and willingness to pay (Grover et al., 2018). It leads to BMI, often performed
through trial and error (Randhawa et al., 2021).
When the hostility grows, the impact of BDAC on BMI increases. BDAC application could
aid in hindering the rival ascendant or being a first mover in more hostile environments. This
finding could claim the effectiveness of BDAC in addressing hostile environments to capture
insights leading to innovative outcomes. Hostility denotes complex environments with
intense competitive pressure and enhanced uncertainty. Under such challenging conditions,
the ability to process information and make assessments of the decision-makers may fail
(Chen et al., 2015; Dubey et al., 2020). Therefore, developing a BDAC becomes relevant to
avoid erratic decisions when decision-makers face hostile environments (Mitchell et al., 2011).
In these terms, this research supports that BDAC is a capability linked to complex
environments, where possessing dynamic capabilities is crucial to overperform rivals and
innovate the business model.

7.1 Theoretical implications

This paper unfolds several theoretical implications. First, it mainly contributes to the
strategic management and innovation literature by capturing the mediation effect of BDAC
between ExtDT and BMI and the moderation of EH in these relationships. To the best of our
knowledge, no previous study has applied a comprehensive model to interpret the
relationships between these variables. This fills an academic gap because the literature
contributions on BDAC and BMI from an external environment perspective are scant. In
particular, we contribute to the dynamic capabilities view by demonstrating that BDAC
effectively leads to BMI. We strengthen this perspective by highlighting the positive
interplay between BDAC and EH toward BMI. In sum, the paper conceives the capabilities
development as an effort harbingering more effective BMI. BDAC channels the potential of
ExtDT toward BMI. BDAC supposes a specialization in digital sensing that is a valuable gift
for firms that compete in hostile, changing and unpredictable environments. The findings
show that managers are more prone to take risky actions when a firm perceives a threat than
under favorable circumstances (Saebi et al., 2017). These results are consistent with Saebi
et al. (2017), confirming that entrepreneurs tend to take more risks under uncertain conditions.
The current paper shows that a higher degree of EH encourages BMI. In other words, the Harnessing big
perceived threats stimulate firms to innovate if they possess the right capabilities to nurture data analytics
this ambition. Alternatively, it could mean that BDAC allows firms to sense opportunities and
capture them in hostile environments. Therefore, BDAC contributes to converting risks into
opportunities by plumbing the environment.
Second, this paper provides some reflections on the role of EH, which remains a neglected
area of research. In the wake of strategic management and innovation management literature,
this work underlines the crucial role of the hostile environment in adopting a BMI. The 39
empirical evidence according to which the interaction between BDAC and EH strengthens the
path to BMI, while the interplay between ExtDT and EH fails, is symptomatic of how BDAC
does represent a competitive boost in conditions of high EH. On the contrary, interrupting the
digital transformation journey before developing advanced and inimitable capabilities may
compromise the firm’s ability to innovate the business model when the hostility of
competitors increases, reducing competitiveness and profitability in the medium and
long term.
Third, we aim to contribute to the development of entrepreneurship theory by
investigating the understudied area at the intersection between big data and BMI
(Obschonka and Audretsch, 2020). BDAC can assist a firm’s aim to accomplish
entrepreneurial activities such as identifying business opportunities and creating new
products or services, giving rise to innovative business models (Matarazzo et al., 2021). BDAC
can be especially effective under conditions of EH by providing an analytical foundation to
capture, in a timely manner, difficult-to-interpret changes in the competitive landscape. Our
results are in line with influential literature supporting the view that big data analytics can
assist firms in detecting, anticipating and responding to uncertainty, industry disruption and
conditions of high EH that undermine firms’ survival (Mikalef et al., 2020a; Van Rijmenam
et al., 2019). To face this challenging trend, data-driven firms can leverage their BDAC to
improve their ability to sense opportunities, decision-making processes and internal
processes, identify changes in customers’ behaviors and anticipate changes through assets’
transformation (Mikalef et al., 2019; Van Rijmenam et al., 2019). In these terms, BDAC appears
to play as a complexity reducer through which firms can achieve expected entrepreneurial
outcomes.

7.2 Managerial implications

The results of the present study provide some interesting managerial implications. ExtDT
appears as an upstream process to nurture by developing specific capabilities (Karimi and
Walter, 2015). This link may be the key to capitalizing on the efforts and placing the planning
nearer the medium-term objective. Practically, the literature suggests that experimentation,
quick learning and adaptation are fundamental to facilitating BMI. Therefore, one may
recommend carrying out a trial-and-error process during the ExtDT process (Muninger et al.,
2019). Reminding we are dealing with an iterative process, that sequence of attempts could
occur in specific business units, isolated from each other to avoid cascade effects (Christensen
et al., 2016; Verhoef et al., 2021).
However, the findings show that ExtDT alone does not enable BDAC development. A firm
must align all the internal factors that play a role in developing capabilities (Vial, 2019). For
example, BDAC is a multifaceted capability composed of tangible, human and intangible
resources. A firm focusing all its efforts exclusively on the technological dimension is doomed
to fail. Therefore, executives must exert their efforts to support a data-driven organizational
culture, train their employees and adopt best data management practices based on the search
for high-quality data (Fainshmidt and Frazier, 2017). Managers must also adjust the decision-
making processes to put data at the center (McAfee and Brynjolfsson, 2012). Data-driven
JSBED organizations require a collaborative approach and coordinated efforts to pursue a common
31,8 objective. Indeed, the success of data-driven decision-making lies in the managers’ ability to
incentivize an open, bottom-up and inclusive internal debate. In addition, management must
mix experience and insights from data to make decisions and avoid the former hindering the
latter (Anderson, 2015).
Managers should consider innovating communication systems with customers. They
should also use ExtDT and BDAC to improve post-purchase customer services and monitor
40 client satisfaction (Kim, 2020) as a key to enhancing customer loyalty. However, strategists
must consider that social media and website-intensive usage is not an antecedent of BDAC.
BDAC depends on multi-level factors. Specifically, managers should put social media and
websites at the center to interact with customers to create an emotional connection (Lee et al.,
2018). Studies demonstrate that clients emotionally connected to a brand generate much
higher lifetime value (Kim, 2020). Strategists should realize that investing in BDAC is
fundamental to maximizing the potential of ExtDT toward BMI. Specifically, BDAC is
effective in hostile environments. Firms could perform activities through BDAC to
differentiate from the competitors. For instance, they could predict customer behaviors
based on sophisticated analytics. In addition, BDAC assists firms in the optimization of
customer experience, pricing and revenues (Matarazzo et al., 2021). Developing a more
sophisticated BDAC (e.g. artificial intelligence (AI-powered big data analytics) allows firms to
reduce flaws and biases during the decisional process. For instance, machine learning enables
the technology to learn independently (Verma et al., 2021). These technologies raise the
competitiveness of firms in hostile environments, where timing is crucial to overperform
rivals. Contrarily to the work-repeating technologies, powered BDAC improves decision-
making by detecting user-generated content on social media and brand websites to
understand preferences and emotions and discover customer polarity (Verma et al., 2021).
Future managers should merge their business knowledge with a psychological
understanding of customer profiles. Sustained by technically skilled employees and
disruptive technologies, strategists will be able to predict consumer behaviors.

7.3 Limitations and further research

Although this contribution provides several theoretical and practical implications, this
research is also characterized by different limitations that future works should address.
First, ExtDT, BMI and EH scales used in this work, although explaining a sufficient
percentage of variance and showing adequate robustness, have only two items that could
partially capture the complexity of these phenomena. Future work could use
multidimensional scales to reveal the many facets of these complex constructs. Second, the
cross-sectional design of the study limits its generalizability. Researchers may test this
framework over time by conducting longitudinal analyses. A longitudinal design is proper to
evaluate the impact of technological renewal in competitive environments characterized by
frequent systemic shifts (Hanelt et al., 2021). Third, this study focuses on a single-respondent
survey. It is acknowledged that such a survey design may generate bias to solve by
differentiating the profile of the units of analysis. For instance, interviewing two or more
respondents for each firm could equip the researcher with a broader perspective and cross-
validation. Fourth, a future research avenue looks at the search for the multi-level antecedents
and moderators that can lead to BDAC together with ExtDT. One may argue that the non-
significant effect of ExtDT on BDAC is due to the lack of antecedents or moderators who,
interacting with the ExtDT, can successfully drive BDAC development (Dremel et al., 2017).
For instance, organizational trust, commitment, transparency, coordination, agility and
flexibility may positively affect BDAC (Clauss et al., 2019; Fainshmidt and Frazier, 2017).
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Corresponding author
Lara Penco can be contacted at: lara.penco@economia.unige.it

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