Organisational inertia in the implementation of big data systems: a case study of value creation in the banking sector
Year: 2026
Type: dissertation
Abstract: Organisational inertia is a critical challenge in the banking sector, were established routines, hierarchical structures, and a conservative culture o8en prevail. Inertia can significantly hinder the adoption of innovative technologies like Big Data Analytic (BDA) systems which are essential for harnessing data-driven insights and staying competitive. The motivation for this study stems from the need to identify specific factors that contribute to organisational inertia in banks and to develop strategies to overcome these challenges and facilitate the effective use of BDA systems. In a rapidly evolving financial landscape with shi8ing market dynamics, banks are increasingly looking to BDA systems to enhance their capabilities. However, the implementation and use of these systems are open impeded by organisational inertia, resistance to change that can stifle innovation and adaptation. This study investigated the barriers related to organisational inertia within a banking context, focusing on how these impact the integration and utilization of BDA systems. By understanding and addressing these barriers, banks can better respond to changing environmental conditions, thereby safeguarding their long-term viability. The primary objectives of this research were: 1. Identifying how individual agency and organisational social structures contributed to the persistence of inertia. 2. Identifying the types of organisational inertia that hindered the implementation of BDA systems. 3. Developing a framework to identify individual agency and organisational social structures for the creation of value. This study employed a qualitative case study approach, focusing on one specific banking institution in the process of implementing BDA systems. The research used Giddens' Structuration Theory (Giddens, 2014) as a lens to understand the duality of structure and individual agency to identify types of organisational inertia using the work of Gioia et al. (2013). Data collection included semi-structured interviews with key stakeholders, including senior management, decision makers and implementors of big data solutions, to gather insights into their perceptions and experiences. Participant observation and document analysis complemented these interviews, providing a comprehensive view of the organisational context and the structures at play. Grounded Theory techniques were used to analyse the data, allowing for the emergence of themes related to the duality of structure and individual agency using Gidden's structural social theory. This approach helped uncover underlying mechanisms that contributed to organisational inertia and identified opportunities for structural changes that facilitate the integration and effective use of BDA systems as part of the banks digital transformation initiatives. The study underscored the importance of addressing organisational inertia to facilitate the successful implementation of BDA systems. Overcoming inertia involves cultural shifts towards a more innovation-friendly environment, realigning organisational structures to support new technologies, and ensuring that strategic objectives are in harmony with technological advancements. By addressing these issues, banks can enhance their responsiveness to environmental changes, thereby securing a sustainable competitive advantage. Organisational inertia poses a significant challenge to the adoption of BDA systems in many organisations, which can threaten their ability to adapt to changing conditions and maintain long term sustainability. Using the case of a South African bank study offers insights into the specific barriers to change and proposes strategies for overcoming them, contributing to the broader discourse on digital transformation in the financial sector. The findings provide insight into understanding how organisations can overcome inertia but more importantly how structures using Gidden's Structuration Theory as a lens are contributing to organisational inertia. Abbreviations: BDA - Big data Analytics, CDAO - Chief data analytics officer, CEO - Chief Executive officer, BU - Business Unit
Author: Ramadeen, Yajur
Language: English
Subfield: Management Information Systems
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W7170990987