Our book in production: Title: The influences of Big Data Analytics Subtitle: Is Big Data a disruptive technology? By Dr. Joseph Aluya, D.B.A. and Dr. Ossian L. Garraway, D.B.A. The scholarship and theoretical framework for this cameo magnus opus work was our ground-up theory of the Scope, Size, Speed, and Skill (4Ss) with respect to analytics collated from Big Datasets. With in-depth research, we catechized the effects of the gleaned insights from big data influencing the architectures of incremental and radical business models. We asked whether or not the big data phenomenon has become a disruptive technology. We discussed data inflation and the global impact of technological situational happenstances (TSHs). We expressly showed how deft leadership used insights gleaned from big data analytics to make tactical and strategic decisions. For this reason, the big data syndrome led to the acquisition of Nokia by Microsoft in our case study. Here, the APPLE Corporations use of large datasets was explicitly analyzed also as a case study. Leadership not incorporating cost, and the emotional or psychological elements from the insights coalesced from big data have led subjectively to irrational rationalism. With a leap into the end side of analytics, we explained the statistics used to essentially describe this new paradigm shift, such as high dimensionality, incidental endogeneity, noise accumulation, spurious correlation, and computational costs associated with big data (Morgan, 2013; Singh, 2014; Taleb, 2013). Critically important, was the description of machine learning within the scope of big data which challenged the status quo by effectively changing the technological landscape. Fundamentally, we posed some questions to scholarly critics, for example, How would supervised and un-supervised learning algorithms advance the trajectory of perspectives in applied knowledge under the umbrella of big data? Further, political and socio-economics tied to big data was examined. We recommended that leaders and top managers should have a shared cognition on how to leverage analytics from Big Datasets for competitive advantages. Most significantly, leaderships should be cognizant of the inextricable synergies that seamlessly flow between structured, unstructured or the granular insights from the 4Ss and the actual cost, emotional, or the psychological behaviors of the users of these datasets. Then, the sensibility of the analytics would be moved from the proposal stage to a fruitful endeavor. We concluded that elements from analytics coalesced, garnered or gleaned from our analysis of the datasets have resulted in a disruption of current technological pathways. We used in-depth research literature narratives and discourses in statistical theory to explain this big data phenomenon
Posted on: Tue, 15 Jul 2014 18:14:46 +0000
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