Appendix A:
Survey Introduction Text:
Thank you for choosing to participate in this survey. You will be asked a number of questions that relate to organisational capabilities and organisational culture within your company which are directly or indirectly related to Big Data Analytics in the Financial Industry.
Completing the survey takes an estimated time of 15-20 minutes. Please note that there are no right or wrong answers. The best answer is the one which best describes your own experience or opinion. For reliable research results, it is important that you answer as honestly as you can and do not skip questions when deemed difficult.
The structure of the survey consists of 5 questions related to firm characteristics, then 40 questions based on a 7-point Likert Scale (1=Strongly Disagree to 7=Strongly Agree) and lastly, 12 Questions based on a weight distribution score that for each aspect, divide 100 points over four statements. The last 12 Questions will ask you to divide 100 points over four statements for the current situation in the organisational culture you perceive and the ideal.
Voluntary participation
There are no consequences if you decide now not to participate in this study. During the survey, you are free to stop participating at any moment without giving a reason for doing so.
Discomfort, risks and insurance
As with any research at the University of Amsterdam, a standard liability insurance applies.
Your privacy is guaranteed
Your personal information (about who you are) remains confidential and will not be shared without your explicit consent. Your research data will be analyzed by the researchers that collected the information. Research data published in scientific journals will be anonymous and cannot be traced back to you as an individual.Completely anonymized data can be shared with other researchers.
All data collected with this survey is treated strictly confidential and is used for academic purposes only. Only aggregated results of this survey will be presented, not individual responses. If you have any questions, feel free to send an email to Dr. Paukku, the supervisor (m.p.paukku@uva.nl).
Thank you very much for your time.
BDA capability first order constructs and their respective survey items (Gupta & George, 2016)
- (1 = ‘Strongly disagree’ to 7 = ‘Strongly agree’)
BDAC
1. We have access to very large, unstructured, or fast-moving data for analysis
2. We integrate data from multiple internal sources into a data warehouse or mart for easy access
3. We integrate external data with internal to facilitate high-value analysis of our business environment
4. We have explored or adopted parallel computing approaches (e.g., Hadoop) to big data processing
5. We have explored or adopted different data visualization tools
6. We have explored or adopted cloud-based services for processing data and performing analytics
7. We have explored or adopted open-source software for big data analytics
8. We have explored or adopted new forms of databases such as Not Only SQL (NoSQL) for storing data.
9. Our big data analytics projects are adequately funded
10. Our big data analytics projects are given enough time to achieve their objectives
11. We provide big data analytics training to our own employees
12. We hire new employees that already have the big data analytics skills
13. Our big data analytics staff has the right skills to accomplish their jobs successfully
14. Our big data analytics staff has suitable education to fulfill their jobs
15. Our big data analytics staff holds suitable work experience to accomplish their jobs successfully
16. Our big data analytics staff is well trained
17. Our big data analytics managers understand and appreciate the business needs of other functional managers, suppliers, and customers.
18. Our big data analytics managers are able to work with functional managers, suppliers, and customers to determine opportunities that big data might bring to our business
19. Our big data analytics managers are able to coordinate big data-related activities in ways that support other functional managers, suppliers, and customers
20. Our big data analytics managers are able to anticipate the future business needs of functional managers, suppliers, and customers
21. Our big data analytics managers have a good sense of where to apply big data
22. Our big data analytics managers are able to understand and evaluate the output extracted from big data
23. We consider data a tangible asset
24. We base our decisions on data rather than on instinct
25. We are willing to override our own intuition when data contradict our viewpoints
26. We continuously assess and improve the business rules in response to insights extracted from data
27. We continuously coach our employees to make decisions based on data
28. We are able to search for new and relevant knowledge
29. We are able to acquire new and relevant knowledge
30. We are able to assimilate relevant knowledge
31. We are able to apply relevant knowledge
32. We have made concerted efforts for the exploitation of existing competencies and exploration of new knowledge
Firm performance constructs and their respective survey items (Gupta & George, 2016)
- (1 = ‘Strongly disagree’ to 7 = ‘Strongly agree’)
Market Performance
1. We have entered new markets more quickly than our competitors
2. We have introduced new products or services into the market faster than our competitors
3. Our success rate of new products or services has been higher than our competitors
4. Our market share has exceeded that of our competitors
Operational Performance
5. Our productivity has exceeded that of our competitors
6. Our profit rate has exceeded that of our competitors
7. Our return on investment (ROI) has exceeded that of our competitors
8. Our sales revenue has exceeded that of our competitors
Organizational Culture constructs and their respective survey items (Cameron & Quinn, 2011)
Organizational Culture
Dominant Characteristics
1. The organization is a very personal place. It is like an extended family. People seem to share a lot of themselves.
2. The organization is a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks.
3. The organization is very results–oriented. A major concern is getting the job done. People are very competitive and achievement–oriented.
4. The organization is a very controlled and structured place. Formal procedures generally govern what people do.
Organizational Leadership
1. The leadership in the organization is generally considered to exemplify mentoring, facilitating, or nurturing.
2. The leadership in the organization is generally considered to exemplify entrepre- neurship, innovation, or risk taking.
3. The leadership in the organization is generally considered to exemplify a no–nonsense, aggressive, results–oriented focus.
4. The leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth–running efficiency.
Management of Employees
1. The management style in the organization is characterized by teamwork, consensus, and participation.
2. The management style in the organization is characterized by individual risk taking, innovation, freedom, and uniqueness.
3. The management style in the organization is characterized by hard–driving competi- tiveness, high demands, and achievement.
4. The management style in the organization is characterized by security of employment, conformity, predictability, and stability in relationships.
Organization Glue
1. The glue that holds the organization together is loyalty and mutual trust.Commitment to this organization runs high.
2. The glue that holds the organization together is commitment to innovation and development. There is an emphasis on being on the cutting edge.
3. The glue that holds the organization together is an emphasis on achievement and goal accomplishment.
4. The glue that holds the organization together is formal rules and policies. Maintaining a smooth–running organization is important.
Strategic Emphases
1. The organization emphasizes human development. High trust, openness, and par- ticipation persist.
2. The organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued.
3. The organization emphasizes competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant.
4. The organization emphasizes permanence and stability. Efficiency, control and smooth operations are important.
Criteria of Success
1. The organization defines success on the basis of development of human resources, teamwork, employee commitment, and concern for people.
2. The organization defines success on the basis of having the most unique or newest products.
It is a product leader and innovator.
3. The organization defines success on the basis of winning in the marketplace and outpacing the competition. Competitive market leadership is key.
4. The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling and low–cost production are critical.
Control Variables
Type:
Are you working in a Fintech firm or Traditional Bank?
1. Fintech
2. Traditional Bank
3. Other (Please specify)
Firm Size:
Where is the firm established?
1. European Union
2. United States
3. United Kingdom
4. Other
Firm Age:
How old is the firm?
1. Less than 5 years
2. 5-10 Years
3. 11-20 Years
4. 21-50 Years
5. 51-100 Years
6. More than 100 Years
Number of Employees
How many employees does the firm has?
1. Fewer than 50
2. Between 51 and 100
3. Between 101 and 250
4. Between 251 and 500
5. Between 501 and 1000
6. Between 1001 and 2500
7. Between 2501 and 5000
8. Between 5001 and 10000
9. More than 10000
BDA Experience
How many years has the firm been investing in Data Analytics?
1. Less than 3 years
2. 3-6 Years
3. More than 6 years
Appendix B:
Visual representation of the BDA capability construct (Gupta & George, 2016)
Appendix C:
Visual representation of the interaction model via Smart PLS 3.0 (All indicators hidden for clarity)