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An analysis of the opportunities and challenges connected with Big Data

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Wielki J.
Zarządzanie i Finanse
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2013
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vol. 3
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issue 1
54-69
EN
This paper is devoted to the analysis of the Big Data phenomenon and the opportunities and challenges connected with it. It is composed of seven parts. In the first, a general overview of the situation related to the transformation of the economy from the industrial into the post-industrial one is given. In this context, the growing role of data and information as well as the rapid increase in the new socio-economic realities and the notion of Big Data are discussed. In the next section, the notion of Big Data is defined and the main sources of growth of data are characterized. In the following part of the paper the most significant opportunities and possibilities linked with Big Data are presented and discussed. The next part is devoted to the characterization of tools, techniques and the most useful data in the context of Big Data initiatives. In the following part of the paper the success factors of Big Data initiatives are analyzed. The penultimate part of the paper is focused on the analysis of the most important problems and challenges connected with Big Data. In the final part of the paper, the most significant conclusions and suggestions are offered.
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“The times they are-a-changin”: Reconstructing the new role of the strategic HR manager

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Cassar V., Tracz-Krupa K., Bezzina F., Przytuła S.
Nauki o Zarządzaniu
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2018
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issue vol. 23 no. 3
3-11
EN
Much has been said about elevating the HRMgt function to strategic levels. Adopting a more evidence-based approach through the use of data analytics is considered an important driver in this direction. This provides a more potent decision-making resource that enables less biased and harder evidence which ultimately is more convincing. But will Strategic HRMgt adopting data-driven strategies require people in the profession to adopt new skills? This exploratory project is work-in-progress and presents initial interview results. Interviewees report that the use of HRMgt data analytics can certainly improve the strategic value of HR and that while the use of data can drive HR decisions more convincingly, HRMgt itself cannot be reduced or substituted by data. The participants also reported that HR professionals would require learning new skills, amongst them IT, analysis and interpretation of data. The project aims to eventually draw a number of attributes or skill-sets to this effect.
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