A Framework for Five Big V’s of Big Data and Organizational Culture in Firms

Big data analytics has come out as a new important field of study for both researchers and practitioners, demonstrating the significant demand for solutions to business problems in a data-driven knowledge-based economy. Additionally, empirical studies examining the impacts of the nascent technology on organizational performance, especially the influence of organizational culture on the five Big V's of big data, remain scarce. The present study aims to fill the gap. Based on Cameron and Quinn's organizational cultural model, this study proposes a theoretical framework that describes how each type of organizational culture - hierarchy, clan, adhocracy, and market - has impacts on each Big V of big data. The framework suggests that firms, influenced by their organizational culture, have different views on how important each Big V's should be. The study argues that organizations should develop, nurture, and maintain an adhocracy organizational culture that has a positive impact on each of the five Big V's to harness the full potential of big data.