ABSTRACT
This chapter makes the argument that upon careful examination we will discover that Big Data may best be conceived as a return to the two core principles of organizational learning and organizational change. A related argument asserts that while organizations have
20.1 Introduction 243 20.1.1 What Is Missing from the Big Data Discussion? 244 20.1.2 Overview of Big Data 244
20.2 Big Data as Competitive Edge 246 20.2.1 What Is Organizational Learning? 249 20.2.2 It May Be All about Culture 251 20.2.3 Linking Organizational Subcultures to Change 252
20.3 Organizational Subcultures and Implications for Change 252 20.3.1 What Is Each Subculture’s Perspective? 253 20.3.2 What about Change? 253
20.4 Conclusion 256 References 257
begun to chase the Big Data dream, they have lost sight of some of the underlying principles that may provide context and structure to this pursuit. Before delving into the principles that we believe are germane to understanding the adoption of this new phenomenon, this chapter begins with a perspective on Big Data, followed by an overview of its core drivers. The chapter closes with a set of core principles and a framework that could serve as the basis for IT leaders to better grapple with Big Data strategies.
