The impact of big data analytics talent

capability on business intelligence

infrastructure to achieve firm performance
Alaa A. Qaffas, Aboobucker Ilmudeen, Najah Kalifah Almazmomi and
Ibraheem Mubarak Alharbi

Abstract Alaa A. Qaffas is based at

Purpose – The emerging attention in big data has led businesses to improve big data analytics talent the Department of MIS,
capability to enrich firm performance. The big data capability pays off for some companies but not for all, College of Business,
and it appears that very few have achieved a big impact through big data. Rooted in the latest literature University of Jeddah,
on the knowledge-based view, IT capability, big data talent capability and business intelligence, this Jeddah, Kingdom of Saudi
study aims to examine how big data talent capability impact on business intelligence infrastructure to
Arabia.
achieve firm performance.
Aboobucker Ilmudeen is
Design/methodology/approach – The primary survey data of 272 IT managers and big data analysts
based at the Department of
from Chinese firms was analyzed by using the structural equation modeling and partial least squares
(Smart PLS 3.0). The analysis uncovers a positive and significant relationship in the proposed model. Management and IT,
Findings – The finding shows that the big data analytics talent capability positively impacts on business Faculty of Management
intelligence infrastructure that in turn directs to achieve firm financial and marketing performance. and Commerce, South
Originality/value – This study theorized on the multitheoretic lenses, and findings suggest the managers Eastern University of
and industry practitioners to develop business intelligence infrastructure capabilities from big data Sri Lanka, Oluvil, Sri Lanka.
analytics talent capability. Najah Kalifah Almazmomi
Keywords Business intelligence, Talent capability, Organizational performance, Big data analytics and Ibraheem Mubarak
Paper type Research paper Alharbi are both based at
the Department of MIS,
College of Business,
1. Introduction University of Jeddah,
Jeddah, Saudi Arabia.
Recently, the big data analytics and business intelligence in the firm performance context
have received significant consideration in call for special issues, editorials, reviews and
academic note in major Information Systems (IS) outlets (Elhoseny et al., 2019; Huang et al.,
2017; Sun et al., 2015). This is because business firms believe their data as a strategic
asset that can be managed and integrated by Information Technology (IT) to take better
decision-making and data-driven processes for executives and industry practitioners
(Abbasi et al., 2016; Agarwal and Dhar, 2014). The big data analytics is believed as an
enabler, as it improves business effectiveness due to its high operational and strategic
potential (Wamba et al., 2017). Today, the big data analytics has become a key area for
firms. However, some IS scholars suggest that the investment in Big Data Analytics Talent
Capability (BDATC) is a myth (Akter et al., 2016).
This study is motivated due to the followings literature ignored and theoretically limited
grounding. First, the IS scholars highlighted that the emerging big data analytics research
Received 6 January 2021
has been striving to capture and corroborate the importance of big data analytics Revised 22 July 2021
26 March 2022
capabilities as a driver of firm performance (Akter et al., 2016; Gupta and George, 2016). 6 April 2022
Scholars increasingly highlighted the immense value of studying big data analytics and Accepted 6 April 2022

DOI 10.1108/FS-01-2021-0002 © Emerald Publishing Limited, ISSN 1463-6689 j FORESIGHT j

  et al., 2018). Regardless of
business intelligence that are basis for firm performance (Jaklic
the popularity of big data, whether, and under what circumstances, the big data generate
business value rests underexplored (Mikalef et al., 2017). Further, the role of big data
management capabilities has received a limited attention in the existing literature
(Shamim et al., 2019).
Second, IS scholars claimed that the business intelligence and analytics have appeared as
a significant field of study for both industry practitioners and researchers that addresses the
data-driven business problems to be solved in current business setting (Chen et al., 2012;
Sun et al., 2016). In recent years, the applications of big data in business intelligence have
concerned greater attention, as it offers pronounced potential in creating business value
(Fan et al., 2015). The big data analytics has been grown from business intelligence and
decision support systems (Yafooz et al., 2020). The big data analytics and business
intelligence aims to offer the effective and accurate business decisions; thus, business
firms encompass the analytical power of both of them (Wani and Jabin, 2018). The
business intelligence performs a significant role to support the decision-makers to advance
productive, fast and improved decision (Yafooz et al., 2020); thus, it offers insights to allow
businesses to realize their customers better, advance marketing strategy, make potential
customization and detect real-time problems and prospects (Niu et al., 2021).
Similarly, business intelligence and analytics not only has received tremendous popularity
among the researchers and practitioners (Batra, 2018; Božic  and Dimovski, 2019;
Sun et al., 2015) but also among academia, business and management (Sun et al., 2018).
There is a large body of literature evidence that suggest that organizations have mostly
failed to use their business intelligence infrastructure efficiently to exploit from big data
(Elbashir et al., 2013). Similarly, the modern firms face issues in how to use big data
analytics to enrich business intelligence for business, e-commerce, e-services and
information systems applications (Sun et al., 2015).
Thirdly, the current Information Systems (IS) studies mainly centers on unreliable support in
suggesting the connection between BDATC and firm performance (Agarwal and Dhar,
2014; Mithas et al., 2013). Scholars claimed that the relationships between employee
performance of big data value creation and big data capabilities are missing in the literature
(Shamim et al., 2019). In a similar vein, there is a growing emphasis on the shortage of data
talent which has been highlighted in recent information systems researches (Brenner and
Lyon, 2015). However, there is a huge demand for empirical research about how BDATC
supports to achieve superior firm performance (Abbasi et al., 2016; Akter et al., 2016).
Despite the ample of research work on the techniques and technologies of the big data,
how businesses can optimize big data to generate business value is underresearched
(Mikalef et al., 2019b). Scholars claimed that big data is not sufficient to generate business
value unless it exploits on various complementary resources. Hence, businesses must
obtain and advance set of technological, human, financial and intangible resources to
create sustainable firm business value (Mikalef et al., 2019b). Further, relatively a little is
known about how big data analytics can be exploited at the firm level, and through what
methods business value may be created (Mikalef et al., 2019b). Existing literature on big
data has been documented by technology consultants; hence, the theoretical and empirical
insights are lacking (Gupta and George, 2016). To get further understanding of analytics
and business intelligence infrastructure, this research empirically attempts to address the
below research questions (RQ):
RQ1. How the big data analytics talent capability impact on business intelligence
infrastructure?
RQ2. How business intelligence infrastructure contributes to achieve organization’s
financial and marketing performance?

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This study aims to contribute in threefold. First, despite the rareness of empirical findings in
big data analytics research, it is among the earliest studies that lengthens this big data
research by theorizing on a multitheoretic lenses. Hence, it combines big data analytics
talent capability and business intelligence infrastructure that received scant attention in the
past. Second, compared to most prior literature on big data that have addressed technical
aspects, this study offers comprehensive insights where big data analytics capabilities
combine with other resources to produce capabilities, competencies and human resources.
Hence, it reveals many insights and intuitions when it matched with intangible resources like
talent and knowledge management. Third, for managers and industry practitioners, this
study offers greater visibility to focus on developing greater business intelligence
infrastructure capabilities. Accordingly, the planning, exploiting, coordinating and
controlling for enhanced big data analytic talent capability execution will upgrade
employees’ skills and knowledge level.
The remainder of the paper proceeds as follows. Next section discusses theoretical
background and literature review, followed by research model with hypothesis development
(§3), research methodology and data analysis (§4), results and findings (§5) and discussion
and implications (§6).

2. Theoretical background and literature review

In recent studies the big data analytic capability is considered, as it can improve
performance or secure the completive advantage of the firm (Akter et al., 2020a; Mikalef
et al., 2019b, Upadhyay and Kumar, 2020). Businesses who wish to realize firm
performance must leverage and advance strong big data analytics capabilities (Mikalef
et al., 2019a). In prior studies the big data analytics capability has been argued that it is a
required capacity that businesses must nurture to develop significant results from their
investments (Mikalef et al., 2019b). The big data-driven culture including collaboration,
knowledge sharing and big data and predictive analytics capabilities can stimulate data-
driven decision-making capabilities in the organization (Dubey et al., 2019). The big data
analytics and artificial intelligence enabled dynamic capabilities bring operational
performance by producing new products, increasing service quality, cost reduction and
mitigating market risk (Dubey et al., 2020). Hence, scholars, industry experts and analytics
professionals suggest capitalizing on analytics-driven dynamic capability to attain
competitive advantage at this present big data-market environment (Akter et al., 2020b).
Further, scholars reasoned that the dynamically generated analytical insights permit
business to cope with uncertain environment and result in greater performance (Akter et al.,
2020c). In past studies, dozens of theories have been employed to examine the effect of
big data analytics on firm performance. For instance, complexity theory refers organizations
as complex adaptive systems that adapt and develop to become better fit to their
environmental settings (Mikalef et al., 2019a). Institutional theory focuses on the
implementation of big data and collaboration and coordination among stakeholders and the
organization. The resource-based view (RBV) highlights the role of internal resources in
driving organization strategies and performance (Dubey et al., 2019). The RBV (Aydiner
et al., 2019; Ferraris et al., 2018) and theories derived from the RBV are practice-based
view, knowledge-based view, capability building view and value creation view (Maroufkhani
et al., 2019). The dynamic capability view focuses the ability to assimilate, form and
reconfigure resources to manage quickly varying environments (Bronzo et al., 2013).
Among these knowledge-based view is also a popular theory and highly used (Ilmudeen,
2021; Upadhyay and Kumar, 2020).
In a world filled with turbulence, firm must be capable of promptly configuring and
developing new competencies to adapt with the emerging business paradigms that
depends on business intelligence infrastructure. Combining big data analytics with business
intelligence is a vital move to gain full payoff from the investment (Elhoseny et al., 2019).

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 Big data analytics talent capability adds value to some businesses, and it seems that very
few companies have realized a big impact through big data analytics (Akter et al., 2016).
The rising prominence of big data analytics increases hype; little is understood about how it
can lead to business success (Mikalef et al., 2019a). The big data analytics talent capability
is the ability of an analytic executive who perform activities in the big data-related working
environment (Akter et al., 2016). The big data analytics assumed as an important enabler/
driver that will reshape the business intelligence to advance business insights for superior
decision-making.

2.1 Knowledge-based view of the firm

The knowledge-based view emphasizes employees as the key driver in the creation of firm
knowledge, and it theorizes the presence of a firm as an organization that incorporates
knowledge that resides within and across employees (Shamim et al., 2019). Technologies
like knowledge management systems, expert systems, corporate wikis, business intelligence
dashboards and reporting tools use available information to create new knowledge for
forecasting (Abbasi et al., 2016). Organizations must develop suitable mechanism to
synchronize and integrate their internal knowledge and data (internal and external sources) to
fully leverage the potential of big data and business analytics (Mithas et al., 2013). The
business or domain knowledge is needed for the successful completion of big data and
analytics-related tasks along with technical implementation of the system (Chen et al., 2012).
The big data has greatly improved the decision-maker’s knowledge capacity where it enables
them in “what they know” instead of “what they think” (Shamim et al., 2019). Further, there is a
growing demand for the employees who possess the deep knowledge in the area of
descriptive, predictive and prescriptive analytics for the better business decision-making
(Chen et al., 2012).
The business intelligence and analytics convert raw data into meaningful information and
help to decrease the ambiguity in decision-making (Torres et al., 2018). Business
intelligence and analytics covers critical analytical and IT skills, business and domain
knowledge and communication skills that are needed in a complex data-centric business
environment (Chen et al., 2012). For better decision-making, the decision-makers usually
suffers with little or scant data from which assuredly come to conclusions that best fits for
any given problem (Russell and Bennett, 2015). The big data initiatives produce positive
results by breaking down firm’s silos, and the skills and knowledge from various units are
integrated (Mikalef et al., 2019b). Scholars argued that the knowledge integrating capability
and the role of business processes have emerged as important enablers for exploiting big
data analytic capability (Upadhyay and Kumar, 2020).

2.2 IT capability and big data analytics talent capability

IS scholars highly emphasized the business value of IT investment to address the concept
“IT productivity paradox” (Bharadwaj, 2000; Bhatt and Grover, 2005). The IT capability is
the distinctive firm resource that cannot be replicated by the competitors and will produce
sustained competitive advantage (Barney, 1991; Bharadwaj, 2000). On the other hand,
most prior studies of IT capability in IS literature take advantage of the resource-based view
of the firm to define the key aspects of IT capability. Prior IT capability based studies have
advised that the managerial and technical skills are important for human resources; thus, to
build big data analytic capability, the human resources are important (Dubey et al., 2019).
Talent capability denotes the ability of a person who possess analytics skills and knowledge
to execute assigned tasks in the big data environment (Akter et al., 2018). Researchers
claimed that the technical aspects of big data had been emphasized, but limited focus paid
on how big data can be leveraged strategically in the organizational context (Mikalef et al.,
2017). Hence, a systematic approach must be made to build technical knowledge,

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technological management knowledge, business knowledge and relational knowledge to
strengthen the big data analytics capability (Wamba et al., 2017).
In today’s hyper competitive business environment, employees need to make hundreds of
decisions daily, from data-driven facts using business intelligence analytics or based on
 et al., 2018). The talent management capability refers to the effective
their intuition (Jaklic
management of all human resources, who symbolize an organization’s knowledge capital
and capability in generating, acquiring, storing, transferring and applying knowledge in
support of firm goals and objectives (Whelan and Carcary, 2011). Further, knowledge
creation enables firm’s capacity to produce innovation (Ghasemaghaei and Calic, 2020).
The big data and analytics employees need to know not only how to analyze raw data into
information to the actionable knowledge but also how to correctly interact with and
communicate this knowledge to the business and domain experts of the firm (Chen et al.,
2012). Researchers claimed that the effective knowledge management rest on effective
management of the organizational talent who possess key knowledge, in terms of talent
staffing, training, performance appraisal, succession planning and knowledge sharing
(Whelan and Carcary, 2011). Consistent with prior research (Akter et al., 2018; Wamba
et al., 2017), in this study we theorize that the big data talent capability is an important firm
capability resulting to sustainable competitive advantage in the big data environment.

3. Research model and hypothesis development

The below Figure 1 depicts the key constructs in this research and their underlying
relationship. The big data analytics talent capability has four first-order reflective constructs.
The big data analytics talent capability is a second-order construct impact on business
intelligent infrastructure. The business intelligent infrastructure impact on financial
performance and marketing performance. This research model proposes the following
hypotheses.
Big data analytics is a process of exploring varied, large volume of data sets to discover
patterns, unknown correlations and other useful insights (Huang et al., 2017). Similarly, big
data analytics talent capability includes four skills such as technical knowledge, technology
management knowledge, business knowledge and relational knowledge; these are the
abilities of the analytics professional to execute big data-related activities (Akter et al.,
2016). The technical knowledge denotes the knowledge about technical aspects,
such as operational systems, hardware components, programming languages, database
management systems and statistics. The technology management knowledge states
the big data resource management knowledge that is required to support business goals.

Figure 1 Proposed research model

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 The business knowledge denotes the understanding of different business functions and the
business environment. The relational knowledge denotes the ability of an analytic executive
to collaborate and work with people from other business functions (Akter et al., 2016;
Kim et al., 2012).
Shamim et al. (2019) stated that to gain from big data, organizations need both tangible and
intangible resources namely human resources, technical, technology and managerial skills.
Firms with big data-skilled workers are possibly to have superior gain than their rivals
(Dubey et al., 2019). But, in many organizations managers are lack of knowledge in
analytics (Akter et al., 2020c). In the modern business setting, the tendency to improve new
data capability and talent has received noticeable attention among the employers (Brenner
and Lyon, 2015). Shamim et al. (2019) proposed that the big data decision-making
capability is influenced by leadership, talent management, technology and organizational
culture. To obtain maximum gain from employee knowledge and talent, organizations
need to implement proper talent management practices (Shamim et al., 2019). Very
effective talent management is needed for firms to acquire the gain from big data and
digital technologies (Shamim et al., 2019). The big data can perform a significant role in the
creation of new business knowledge and increase the opportunity for business firms to
realize business intelligence for decision-making (He et al., 2017). Hence, the big data
analytics capability has impact on business intelligent infrastructure and the following
hypothesis is derived:
H1. Big data analytics talent capability has positive impact on the business intelligence
infrastructure.
The past literature offers the proof that big data analytics capability improve firm
performance such as profit maximization, increased sales, market share, profitability and
return on investment (Akter et al., 2018). A firm with flexible IT infrastructure capability that
positioned in connectivity, compatibility and modularity can have easier, quicker and less
riskier developing systems when needs arise (Kim et al., 2012). Businesses have invested
heavily in BI to support their operational, strategic planning, control and decision-making by
analyzing big data (Elbashir et al., 2013). Business intelligence (BI) contains architecture,
databases, data warehouses, analytical tools and applications (Batra, 2018). There are
evidences that the big data analytics adopters enjoy five times faster in making good
decisions than their rivals and twice as likely to be in the top quartile of financial
performance due to the business intelligence obtained from the big data analytics (He et al.,
2017). Similarly, the prior studies proved that the firm’s IT infrastructure had significant
impact on financial and operation performance (Kim et al., 2012). Therefore, the below
hypothesis is stated:
H2. Business intelligence infrastructure has positive impact on the firm’s financial
performance.
Firms are utilizing big data technologies in business intelligence systems to harness from
data points to suggest best possible options and to exactly predict outcomes (Huang et al.,
2017). The business intelligence includes variety of aspects such as competitor
intelligence, customer intelligence, market intelligence, product intelligence, strategic
intelligence and technological intelligence (Ram et al., 2016). Business intelligence support
for developing organization intelligence, enterprise intelligence, management intelligence
and marketing intelligence that has become important for marketing performance (Sun
et al., 2016). Business intelligence can employ data mining, predictive analytics and
machine learning techniques for customer opinion mining from social media data, buying
behavior data, market survey data, sensor network data, etc. to increase marketing
performance (Fan et al., 2015). The business intelligence applications for instance the
intelligent decision support systems will positively improve firm marketing performance
(Elhoseny et al., 2019). Hence, the following hypothesis is proposed.

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 H3. Business intelligence infrastructure has positive impact on the firm’s marketing
performance.

4. Research methodology and data analysis

4.1 Research design and sampling
As part of research design, the authors started extensive literature survey to find the
dimensions of big data analytics talent capabilities and their total impact on business
intelligence infrastructure to achieve firm performance. Drawing on the knowledge-based
and IT capability views, authors hypothesized the research model and tested the
hypotheses by using partial least squares (PLS)-based structural equation modeling (SEM).
The primary online questionnaire survey method was used including multi-item scales with
suitable psychometric properties. The data collection consists three steps process. In the
first step two senior academic researchers in the areas of big data and information system
checked the questionnaire for its validity and the readability. In the second step, before
starting the actual survey the authors conducted a pilot study to confirm whether the survey
measures were valid and reliable. For this purpose, the printed questionnaires were
distributed to the selected executive master of business administration students those who
are performing big data analytics related activities at their organization. Among them 37
usable questionnaires were returned and the analysis confirmed the satisfactory reliability
and validity.
The data was collected in China, as it is one of the largest active online market place.
Hence, the scholars and the industry practitioners are highly interested to do big data-
related research due to the wealth of data availability. The final data was collected from a
reputed market research firm that maintain over 10,000 IT managers and business analyst’s
database in China. The followings are the reasons for selecting this market research. First it
keeps large number of intended respondents that highly fits for this study. Second, this
market research firm is professionally recognized for its quality data that confirms the
confidentially, reliability and validity of the survey data. Initially, 600 questionnaires were
distributed by using random sampling. After two weeks later, we could able to receive
296 responses. In this online data collection platform, there is an option to avoid
multiple responses from a single respondent. Further, it did not have missing values, as the
respondent couldn’t proceed to answer without answering the previous question. We
excluded 13 irrelevant respondents and 11 less working experience respondents; 272
usable responses were selected for the final analysis. This represent 45.33% response rate
for this targeted respondents. The demographic profile of the respondents is shown in the
Table 1.
This study’s sample includes respondents from various positions. Accordingly, the highest
respondents are 137 big data analysts, the second highest respondents are 52 business
intelligence analysts and the third highest respondents are 27 business data analysts.
Similarly, this study includes the respondents from various industries. Thus, 168
respondents are from manufacturing, 32 respondents are from transport/logistics and 19
respondents are from construction.

4.2 Measurement development

This study’s all constructs are adopted from the prior studies. Accordingly, the big data
analytics talent capability denotes the ability of the employee to complete allocated tasks in
the big data setting. It is the second-order reflective construct that has four dimensions,
namely, technical knowledge, technology management knowledge, business knowledge
and relational knowledge (Akter et al., 2016; Kim et al., 2012; Wamba et al., 2017).
The business intelligence infrastructure signifies the physical elements of business
intelligence assets including data storage, analyzing and sharing. It is the first-order

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 Table 1 Demographic profile of the respondents
Position N (%) Industry N (%)

Big data analyst 137 50.4 Manufacturing 168 61.8

Business data analyst 27 9.9 IT and technologies 6 2.2
Predictive analytics 18 6.6 Trade and business 17 6.3
Business intelligence analyst 52 19.1 Transport/logistics 32 11.8
Data analyst 17 6.3 Health services 7 2.6
Data scientist 14 5.2 Government administration/service 5 1.8
Business operations analyst 2 0.7 Construction 19 7.0
Data management analyst 5 1.8 Other 14 5.1
Experience Org_Age
< 3 years 42 15.4 <5 27 9.9
3.1–6 years 24 8.8 5–9.9 160 58.8
6.1–9 years 11 4.0 10–15 43 15.8
9.1–12 years 155 57.1 15.1–20 24 8.8
12.1–15 years 16 5.9 > 20 18 6.6
15.1–18 years 8 2.9
18.1–20 years 12 4.4 Employee No
> 20 years 4 1.5 Less than 100 21 7.7
100–500 22 8.1
IT budget 500–1000 156 57.4
< 1% 28 10.3 1000–1500 20 7.4
1.1%–2% 36 13.2 1500–2000 13 4.8
2.1%–3% 18 6.6 More than 2000 40 14.7
3.1%–4% 146 53.7
4.1%–5% 11 4.0
 5% 33 12.1

reflective construct (Fink et al., 2017). The financial performance refers compared to
competitor how well retain are customer, sales, growth, profitability, ROI and overall
financial outcome in the past 3 years. It is the first-order reflective construct adopted from
Wamba et al. (2017). Similarly, the marketing performance denotes compared to competitor
how well businesses entered new markets, introduced new products or services, success
rate of new products or services and market share in past 3 years. It is the first-order
reflective construct extracted from Wamba et al. (2017). All the items in each construct
were measured by using a seven-point Likert scale ranging from 1 = “strongly disagree” to
7= “strongly agree”.

4.3 Data analysis

The partial least square (smart PLS 3.0) is used for the data analysis in this study. The PLS
is preferred when the data not normally distributed, and it powerfully analyzes small data
set (Hair et al., 2016). The data analysis includes two steps. First, the measurement model
measured the psychometric properties. The second step assesses the structural model.
According to the assumption offered by Armstrong and Overton (1977), the last cluster of
respondents is most similar to nonrespondents. Hence, the evaluation of the first and last
timed quartile of respondents show a test of nonresponse bias in this study. Accordingly,
the first and last quartiles were compared. It shows that there is no significant difference
between the early and late respondents in this study.
The chance for common method biases (CMBs) can be possible in the survey-based
research data, as the respondent can answer for the question in the specific way, which
leads the indicators to share some level of common variation (Podsakoff et al., 2003). In this
study, the CMB was addressed by using different approaches. First, the possible CMB
is minimized, as the respondents of this study are IT managers and big data analysts
and as they have the preferred level of subject knowledge by following the study of

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Wamba et al. (2020). In the first method, the Harman’s single-factor test suggested by
Podsakoff et al. (2003) in which all research variables (independents and dependent
variables) are incorporated for an exploratory factor analysis. In this study, the exploratory
factor analysis’s first factor explained 38.3% out of 73.7% of the total variance that is below
the cutoff value of 50% recommended by Harman’s single factor test (Podsakoff et al.,
2003; Srinivasan and Swink, 2018). In the second method, according to Gaskin (2011)
and Lowry and Gaskin (2014) any high correlation (r > 0.90) is also evidence for the CMB.
In this study, Pearson’s correlation r value has not exceeded this threshold value
(see Table 2: r < 0.9).

5. Results and findings

5.1 Measurement model
To confirm the quality of the measurement model, we checked the reliability, convergent validity
and discriminant validity of the measurement items (Hair et al., 2016). Then the hypotheses were
tested using the path analysis’s path coefficient and t-value. All cross-loadings are above 0.785
and exceeded the loadings between other constructs and the items. Appendix A Table A1
presents the loading between the items to construct. The loadings of the item with its primary
construct should be higher than 0.7 and those of the item to the other constructs should be
lower than 0.6 (Gefen and Straub, 2005). Thereby, it signifies that the variance shared between
the primary construct and each item exceeded the error variance (Chin et al., 2003). For
the convergent validity, the estimated rho value (the coefficient somewhat similar to the
Cronbach alpha) that a construct having a rho value equal or greater to 0.70 is acceptable
(Croteau and Bergeron, 2001; Ilmudeen et al., 2019). This study has the rho value of each
construct ranging from 0.867 to 0.963. The values for composite reliability the Cronbach’s Alpha
should be above 0.7, and AVE also higher than 0.5 (Fornell and Larcker, 1981). The value of
square roots of AVE greater than all other cross-correlations confirms the sufficient discriminant
validity (see Table 2). In total, these measures confirm sufficient discriminant validity and
convergent validity of this study (Figure 2).

5.2 Structural model

The model has the satisfactory explained variance R2 for business intelligence infrastructure
60%, financial performance 46% and marketing performance 51%, respectively. In addition

Table 2 Descriptive statistics, correlations and reliability

Measurement properties BDATC BII BK FP MP RK TK TMK

BDATC 0.798
BII 0.78 0.88
BK 0.731 0.732 0.862
FP 0.586 0.675 0.497 0.866
MP 0.545 0.714 0.472 0.836 0.843
RK 0.757 0.746 0.792 0.576 0.526 0.861
TK 0.791 0.7 0.714 0.548 0.53 0.797 0.856
TMK 0.753 0.73 0.759 0.565 0.509 0.775 0.725 0.843
Mean 5.17 5.17 5.159 5.160 5.061 5.163 5.181 5.159
SD 1.155 1.258 1.164 1.123 1.120 1.139 1.147 1.171
CR 0.965 0.954 0.92 0.923 0.908 0.919 0.917 0.908
CA 0.962 0.941 0.886 0.893 0.877 0.884 0.886 0.867
AVE 0.636 0.775 0.743 0.75 0.711 0.741 0.733 0.711
rho_A 0.963 0.945 0.886 0.893 0.877 0.884 0.886 0.867
Notes: Diagonal italic elements are the square root of AVE; off diagonal elements are correlation
values. For discriminant validity, diagonal elements should be higher than off-diagonal elements; all
of the correlations are significant at the p < 0.01 level, CA: Cronbach’s alpha, CR: composite
reliability, AVE: average variance extracted

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 Figure 2 Base model measurement model properties

to measuring the R2, we measured the predictive relevance Q2 of the constructs to confirm
that the structural model has satisfactory predictive relevance. The Q2 values > 0 confirms
predictive relevance in contrast, and Q2 values of 0 and below indicate a lack of predictive
relevance (Hair et al., 2016; Ilmudeen and Yukun, 2018). The results of the blindfolding
procedure show that business intelligence infrastructure (Q2 = 0.241), financial
performance (Q2 =0.168) and marketing performance (Q2 = 0.361) validate adequate
predictive relevance (Figure 3).

5.3 Hypothesis testing

For the hypothesis testing, we used the path coefficient and t-value. Accordingly, the big
data analytics talent capability significantly impacts business intelligence infrastructure

Figure 3 Structural model with R2 values

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( b = 0.780, p < 0.001). Therefore, the firm’s big data analytics talent capability has positive
impact on the business intelligence infrastructure. For the second hypothesis, the business
intelligence infrastructure has positive and significant impact on the financial performance
( b = 0.675, p < 0.001). Therefore, the firms with greater business intelligence infrastructure
has positive impact on firm’s financial performance. For the third hypothesis, the business
intelligence infrastructure has positive and significant impact on firm’s performance
( b = 0.714, p < 0.001). Therefore, the firm with greater business intelligence infrastructure
has positive impact on firm’s marketing performance.

6. Discussion and implication

This study results confirm that all the causal relationships hypothesized in the proposed
model are statistically significant. Accordingly, business intelligence infrastructure 61%,
financial performance 46% and marketing performance 51% shows explained variance,
respectively. This study attempts to examine how the BDATC impact on business
intelligence infrastructure that in turn leveraging on marketing and financial performance.
Both the industry and practitioners seek to hire various talent capabilities with the hope of
developing organizational competencies, as the big data analytics has emerged greatly in
today’s business setting (Cegielski and Jones-Farmer, 2016).
The prior studies claimed that the investments alone do not generate competitive
advantage; instead, firms need to produce capabilities that the competitor find hard to
replicate (Gupta and George, 2016). In this line of thinking, the knowledge management
has been identified as an important area to explain big data analytics value creation where
the way it shared with the employees and the business partners (Côrte-Real et al., 2017).
Though, prior studies have highlighted the significance of examining the potentials of big
data analytics, exploratory empirical studies on this topic is still fairly limited (Mikalef et al.,
2017). Hence, in this study the BDATC was proved that it has a positive relationship with all
the prime dimensions with the BDATC. Hence, this finding implies that the superior
improvements in overall BDATC can be achieved through its dimensions.
This study’s finding is consistent with the prior studies. Accordingly, positive and significant
impact of big data analytics talent capability on business intelligence is supported with the
prior study of Akter et al. (2016) and Shamim et al. (2019). The significant and positive
impact of business intelligence infrastructure on financial performance is consistent with
prior studies such as Wamba et al. (2017). Similarly, the impact of business intelligence
infrastructure on marketing performance is consistent with the following prior studies
(Elbashir et al., 2013; Wamba et al., 2017). Hence, this study would bring novel worthy
contribution to the theoretical and practical stand to enlighten the potential the big data
talent capability and business intelligence infrastructure possess to drive firm’s financial
and marketing performance.

7. Theoretical contribution
This study offers noteworthy, theoretical contributions to the big data analytics capability
research context. First, in spite of the rareness of empirical findings in big data analytics
research, this study lengthens this big data research context by theorizing on a
multidimensional BDATC construct. Further, it draws on the knowledge-based view and IT
capability that proves and detailed that BDATC is a hierarchical construct leveraging a
robust impact on firm performance. The recent literature on big data analytics gained
momentum. Hence, using the theoretical grounding in this study it offers a construct that
integrate diverse IT capabilities under a single construct to model their relative and
synergistic effects on firm marketing and financial performance outcome.
Second, it is among the earliest studies that addresses the impact of big data analytics
talent capabilities on firm’s financial and marketing performance through business

j FORESIGHT j
 intelligence infrastructure. Though big data has been widely researched, the research on by
combining big data analytics talent capability and business intelligence infrastructure is
relatively scant. The theoretical basis from this study for these key constructs would offer
good direction for future researchers. This study’s theoretical basis on IT capability and
knowledge-based view further extend to get more insight about the construct of this study.
Further, it would also open a conceptual and theoretical foundation for the future research
direction.
Third, the majority of the existing literature on big data has been researched or documented
by technology consultants and hence lacking in the theoretical stand and insights
(Gupta and George, 2016). Accordingly, most of the present big data related literature
discusses about the technological strength of big data in the business context without
properly addressing the potential it offers, the capabilities it creates with other resources
and how firms can optimize it in the domain like knowledge management, human
intelligence and human resource. Similarly, instead of the tangible resources, the big data
capability has been recognized that it has many insights and intuitions when it matched with
intangible resources. Hence, this study explores on the firm’s knowledge capabilities
(technical, technology management, business and relational) to reveal more insights.

8. Managerial and practical contribution

In this emerging data-driven organizational context, this study has numerous contributions
for management and practice. First, this study advocates that BDATC is a significant
enabler for firm performance. Hence, it confirms the relationship between BDATC and firm
performance through business intelligence infrastructure. The executives must focus on
developing greater business intelligence infrastructure capability by planning, exploiting,
coordinating and controlling for enhanced big data analytic talent capability execution.
Similarly, managers must take systematic effort to strengthen technical, technological
management, business and relational knowledge bases for the enhanced big data analytics
capability.
Second, the findings of this study highlight that the proper implementation of big data
analytics talent capability supports for business intelligence infrastructure that in turn drive
performance outcomes in financial and marketing. For instance, the BDATC could be
enriched by developing quality of planning, coordinating, controlling and directing the big
data analytics-related activities. Further, the big data analytics can be deepened by linking
the connectivity, configuring, compatibility and modularity with other systems like
knowledge management systems, expert systems and project management systems.
Third, managers and business leaders must focus to upgrade the big data analytics talent
capability to enhance their employees’ skills and knowledge level. Hence, the constructs
and associations of the proposed model in this study denotes the comprehensive ideas
about the antecedents of overall BDATC and its connection with each component. It would
help the managers to scrutinize the strength and weakness of individual component to
develop impactful big data analytics talent capability. Further, the findings of the study have
huge practical implications for various industries that are developing big data analytics
capabilities such as retail, manufacturing, healthcare and public sector administration.

9. Limitations
This study has the following limitations that can be taken into account for future researches.
First, this study’s scope is limited, as it examines the impact of BDATC dimensions on
business intelligence infrastructure to achieve firm performance. It would be more valuable
integrate other variables in this research context to get more insights such as data-driven
culture, business analytics capability, digital platform capability, customer analytics and
marketing analytics. Second, this study used cross-sectional data to test the hypotheses.

j FORESIGHT j
But the authors suggest to test these hypotheses by using time series or redesign this
research as the case study to examine its steadiness. Third the authors feel it is better to
consider factors like organizational culture, top management support and external
environment that may bring different intuitions for this big data analytics domain. This study
also suggests to consider the following for the future research avenue. The proposed model
would be highly feasible for organizations which is more data-centric and practicing the
data-driven culture inside their organization. These aspects can be considered in the
forthcoming research.

10. Conclusion
This research study draws on the knowledge-based view and IT capability theory to
examine how BDATC impacts on business intelligence infrastructure to achieve firm
performance. Despite a few studies that address the significance of big data analytics, this
study shed light to propose a multidimensional model to show the overall impact of big data
analytics talent capability on firm performance through business intelligence infrastructure.
The empirically collected primary survey data from 272 IT managers and big data analyst
from Chinese firms reveals a positive and significant relationship in the proposed model.
Despite the rareness of empirical findings, this study theorized on the multitheoretic lenses
in the big data research domain. The findings suggest the managers and industry
practitioners to develop business intelligence infrastructure capabilities from big data
analytics talent capability. Consecutively, the business intelligence infrastructure positively
impacts on firm’s financial and marketing performance.

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Appendix

Table A1 Item to construct loading

Measurement items TK TMK BK RK BII FP MP

TK1 0.819 0.589 0.481 0.583 0.494 0.447 0.417

TK2 0.889 0.765 0.661 0.715 0.65 0.537 0.493
TK3 0.845 0.666 0.595 0.666 0.517 0.367 0.382
TK4 0.87 0.786 0.686 0.749 0.711 0.515 0.513
TMK1 0.759 0.837 0.671 0.753 0.631 0.514 0.449
TMK2 0.658 0.827 0.668 0.675 0.55 0.491 0.436
TMK3 0.706 0.88 0.8 0.822 0.701 0.499 0.437
TMK4 0.658 0.829 0.755 0.694 0.573 0.402 0.395
BK1 0.598 0.72 0.88 0.784 0.669 0.445 0.409
BK2 0.663 0.782 0.826 0.783 0.619 0.427 0.425
BK3 0.495 0.677 0.858 0.71 0.554 0.352 0.346
BK4 0.691 0.775 0.883 0.793 0.674 0.482 0.44
RK1 0.677 0.738 0.798 0.874 0.616 0.446 0.463
RK2 0.725 0.792 0.798 0.887 0.702 0.519 0.477
RK3 0.677 0.724 0.745 0.85 0.614 0.432 0.366
RK4 0.662 0.757 0.728 0.831 0.633 0.586 0.503
BII1 0.64 0.677 0.672 0.67 0.935 0.648 0.684
BII2 0.675 0.67 0.692 0.705 0.93 0.618 0.641
BII3 0.635 0.625 0.61 0.65 0.9 0.591 0.65
BII4 0.501 0.527 0.523 0.533 0.785 0.466 0.587
BII5 0.526 0.648 0.647 0.626 0.847 0.61 0.626
BII6 0.703 0.696 0.709 0.74 0.876 0.613 0.585
OP1 0.462 0.486 0.447 0.505 0.634 0.888 0.741
OP2 0.462 0.475 0.431 0.506 0.559 0.883 0.761
OP3 0.426 0.522 0.44 0.498 0.529 0.834 0.692
OP4 0.542 0.481 0.407 0.488 0.606 0.86 0.702
MP1 0.55 0.54 0.473 0.541 0.717 0.817 0.848
MP2 0.448 0.385 0.366 0.408 0.552 0.671 0.854
MP3 0.416 0.424 0.438 0.459 0.589 0.65 0.817
MP4 0.336 0.327 0.279 0.327 0.511 0.645 0.853

Corresponding author
Alaa A. Qaffas can be contacted at: aaqaffas@uj.edu.sa

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