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Article summary:
1. Digital platforms and the internet have transformed the way multinational enterprises (MNEs) develop capabilities for value creation and innovation.
2. Big data refers to large datasets characterized by high volume, velocity, and variety, which can be used to predict customer behaviours and identify preferences.
3. Existing literature has mainly discussed ambidexterity and big data management at the firm level; this article examines how individuals engage in the process of ambidexterity through big data management capabilities.
Article analysis:
The article is generally reliable and trustworthy, as it draws on existing research from reputable sources such as Brouthers et al., Coviello et al., Ojala et al., Parente et al., Gupta & George, Xie & Li, Zeng & Khan, Shamim et al., Hale & Lopez, Wamba et al., Li et al., McAfee et al., Janssen et al., Verma & Bhattacharyya, Khan et al., Xiang et al., Perez-Martin et al., and Uriarte. The article also provides a comprehensive overview of the current state of research on big data management capabilities in MNEs with regards to employee ambidexterity.
The article does not appear to be biased or one-sided in its reporting; rather, it presents a balanced view of both exploitative and explorative activities enabled by big data management capabilities. Furthermore, it acknowledges potential risks associated with digital transformation such as institutional voids in emerging markets that make it difficult for firms to pursue exploratory and exploitative activities.
The only potential issue with the article is that it does not provide any evidence for its claims regarding the association between big data management capabilities and employee ambidexterity in Chinese MNEs. However, given that this is an introductory article outlining a research agenda rather than a full empirical study, this lack of evidence is understandable.