A Dynamic Capabilities Perspective of Big Data Analytics in Healthcare in South Africa

Abstract

The healthcare domain has constantly been swamped with a vast amount of complex data coming in swiftly. Big Data could be a term for tremendous data sets with expansive, more shifted, complex structures with troubles putting away, analyzing, and visualizing distinctive processes or results. Big Data Analytics may be a modern era of innovations and models planned to financially extract value from large volumes of a wide variety of data by empowering high-velocity capture, discovery, and analysis. An immeasurable sum of data is created in several healthcare industry divisions, such as data from clinics, hospitals, healthcare suppliers, medical insurance, medical equipment, life sciences, and medical research. With the progression in innovation technology, there is endless potential for utilizing this data to transform healthcare. The study aims to analyze how Big Data Analytics can be used for Data Management in Healthcare Organizations in South Africa to improve service delivery. The study reviewed the concept of BDA in healthcare, sources of Big Health Data, potential benefits and challenges, BDA capabilities, BDA technologies and techniques within healthcare, and Dynamic Capabilities Theory. The Dynamic Capabilities Theory was used as a theoretical lens to study Big Data Analytics in Healthcare. This research used primary data. A positivist research paradigm was used in this study. To achieve the aim of the study, 170 questionnaires were distributed for data collection, but only 102 responded. SPSS 25 was used to analyze data. The study found that the healthcare sector can spot, interpret, and pursue environmental opportunities. It can oversee and ideally synchronize resources, partners, deliverables, and tasks concerning tasks or necessities. It moreover can gather, understand, and exploit knowledge to make progressed decisions. Furthermore, it has processes that permit more effective problem-solving by combining different organizational resources. The findings further revealed that the healthcare sector could make strategic decisions and rapidly enact or execute against these by repositioning resources better to adjust the organization to the external or market environment.