Despite analytical advancements, firms have yet to realize the full potential of big data marketing analytics (BDMA) because the poor quality data restricts customer predictions and insightful decisions. Technology and market uncertainty create challenges in understanding business needs, choosing analytical tools, determining customer insights, and market trends. This study aims to assess the quality of marketing analytics, including technology and information quality. Data were collected from 236 North American respondents working in firms with at least limited experience in the deployment of BDMA. The analysis tool was PLS-SEM. The findings supported the hypothesis that technology and market uncertainty negatively influence the quality of analytical outcomes. This study makes a significant theoretical and methodological contribution to BDMA literature by assessing the quality of analytics as an integrated formative construct.

Offshore outsourcing has been considered a low cost production site. There is rare studies that addressed the offshore outsourcing strategy as a growth strategy where offshoring focal firm can develop their capabilities for competitive advantage. This paper explores how SMEs enhance their dynamic capabilities by entering into offshore outsourcing relationships. The dynamic capabilities development process includes increasing focus on the Core competency, developing innovation capabilities, increasing market share in existing and/or new markets, and improving its flexibility to face the dynamic business ecosystem. This exploratory case study on ten manufacturing SMEs from Quebec (Canada) shows that offshore outsourcing contributes to developing dynamic capabilities with varying degrees of success. It shows an evolutionary path of the dynamic capability development process. Managers can enhance their understanding on how offshoring can enable firms to improve their dynamic capabilities to face challenging business eco-system and remain competitive in the high cost countries (HCC).

This study recommends a suitable model for evaluating supply chain collaboration in the natural forest products industry. We follow a two-step analysis: The first-order measurement model is leveraged to assess collaboration level, and the second-order confirmatory factor analysis develops the collaboration level by using four indicators representing customer and supplier firms as well as two specific indicators for each of them. Four items are common practices for both sides: joint sales forecasting, exchange of basic information, joint planning, and joint delivery improvement. Two practices are highly oriented toward customers: resource sharing of logistics assets and exchange of performance evaluation. Business-to-business practices engaged mostly with suppliers include the implementation of replenishment systems and joint new product development. Collaboration measurement between suppliers and client firms contributes to effectively manage the relationship between the supplier and client firms and can improve the competitiveness of participating firms in the network.

Industry 4.0 contributes to the virtualization of production system and enhances capabilities. However, the adoption process poses substantial challenges for SMEs in emerging markets due to institutional voids, resources, and public supports. This study explores the role of government in adopting Industry 4.0 by the SMEs and how organizational structure influences the process. It employed a quantitative approach and surveyed 225 managers. Industry 4.0 adoption is significantly influenced by government policy and subsidies. Government policy and subsidy transform organizational structure to be more transparent and flexible, streamlining them in adopting Industry 4.0. The organizational structure substantially mediates the relationships between government policy, subsidy, and Industry 4.0 adoption. This study implies that governments are vital in helping SMEs to adopt Industry 4.0 in emerging markets. Thus, governments should make policies that support technology adoption by offering sufficient funding/subsidies to boost innovation and technological transformation.

This study analyzes the knowledge value chain of a center for continuing education that offers skill development programs for adult learners. It analyzes how the center can improve efficiency and capacity by effective knowledge sharing (KS) that requires both information and communication technologies (ICT) and the conducive organizational cultures. The case study methodology was used to study the factors that influence KS in an academic environment. KS depends on the type of knowledge, motivation, and opportunity to share. The results show that both knowledge management systems and a conducive organizational culture are needed to implement an effective KS strategy. Thus, the study focuses on the emergent approach, i.e., focusing on interpersonal dynamics and the nature of their daily tasks, and engineering or management approach, i.e., focusing on the infrastructure of KS. This study shows how systematic and organized KS can help an organization offer continuing education services effectively and improve performance in the competitive marketplace.

The role of organizational attitude for an effective knowledge sharing (KS) in IT outsourcing (ITO) relationships has not been adequately addressed. In this paper, we investigate the relationship between KS and ITO success as well as the potential moderating effect of organizational attitude on the relationship between KS and partnership quality in ITO. By leveraging structural equation modeling (SEM) on survey data from 153 ITO projects, results show that organizational attitudes significantly influence knowledge sharing and partnership quality, which in turn, results in successful ITO project. Moreover, the relationship between knowledge sharing and partnership quality is more pronounced when the partner firms have positive attitudes to KS. We further showed that partnership quality mediates the relationship between knowledge sharing and the success of an ITO project. Finally, the results of this study indicate that positive organizational attitude improves knowledge sharing between the client and service providers (i.e vendors), and creates stronger outsourcing partnerships.

Impact of quality of big data marketing analytics (BDMA) was analyzed, with special attention to the BDMA dimensions of technology and information quality, and the level of deployment on perceived market and financial performance. The sample was collected with Canadian and U.S. marketing respondents with experience in big data (BD) deployment (N=236). The model analysis was done with PLS-SEM. The study highlights how technology and information quality are related to the market and financial performance with high predictive validity and strength. Also, the level of deployment had a significant impact on both the technology and information quality in BDMA. The study provides an understanding of how the level of deployment impacts BDMA technology and information quality dimensions; and how they individually contribute to the enhancement of a firm's market and financial performance from the perspective of marketing personnel with experience in deployment of BDMA. It is also evident that the more advanced the firm is in the deployment of BD, the higher the technology and information quality.