Big data analytics capability and competitive advantage in an emerging economy: evidence from the dairy industry

Abstract

Purpose This study investigates how big data analytics capability appears to support competitive strategy development in the Palestinian dairy industry, focusing on the role of data utilization in developing organizational capabilities, creating value and positioning the firm strategically. Design/methodology/approach This study adopts an exploratory multiple-case study approach supported by descriptive survey evidence and Visualization-Based Pattern Analysis. Data were collected through unstructured interviews with managers and employees from leading Palestinian dairy companies, alongside descriptive questionnaire-based evidence. The qualitative findings were analyzed using thematic and VRIO-based analysis to identify patterns related to big data practices, capability development, organizational maturity and competitive strategy dimensions. Findings The findings indicate that participating firms recognize the value of data for customer understanding, product development and operational decision-making. However, analytics practices remain fragmented and rely largely on conventional or manual processes. Limited system integration, analytical expertise, data governance and real-time processing restrict the incorporation of analytics into organizational routines and strategic decision-making. These conditions reflect a gap between awareness of data's potential value and the development of integrated analytics capabilities. Practical implications Managers should prioritize the gradual integration of customer, operational and market data, supported by appropriate infrastructure, analytical skills and governance procedures. These measures may improve the consistency of data-informed decision-making, operational coordination, customer responsiveness and market positioning. Originality/value This study provides context-specific empirical evidence on data utilization and analytics capability development within the Palestinian dairy industry, an underexplored resource-constrained setting. Its primary contribution is contextual rather than the development of a new theoretical construct. The study uses the term data maturity gap as an interpretive lens to organize evidence on the disconnect between firms' recognition of data value and their ability to integrate analytical, technological and organizational capabilities. The findings illustrate how mechanisms already identified by the Resource-Based View, Dynamic Capabilities Theory, absorptive capacity and analytics maturity research operate within this particular industrial context.