The phenomenon of big data-large, diverse, complex, and/or longitudinal data sets-is having a stark influence on organizational strategy making. An increase in levels of data and technological capabilities is redefining innovation, competition, and productivity. This article contributes to both practical strategic application and academic research in the strategic management domain by presenting a framework that identifies how big data improves functional capabilities within organizations, shapes entirely new industries, and is a key component of innovative and disruptive strategies used by learning organizations to diversify and break down barriers of traditionally defined industries. This framework provides an appropriate basis for internal corporate strategy discussions that surround big data investments by explaining how firms create value through various approaches. In addition, this we offer guidance for how firms might derive their own big data approach through the merits of aligning data strategy aspirations with data strategy authenticity.

After firms experience initial success, leaders frequently turn their attention toward producing and selling their products or services more efficiently, likely at the expense of ongoing innovation. This seemingly prudent decision may unintentionally lead firms to become one-hit wonders, effectively limiting their potential success over time. To help prevent a firm's early success from being its only success, small business executives should adopt practices that promote innovation yet don't come at substantial cost given limited financial resources. Focusing on the positive influences of ability, commitment, and feedback, we propose a system of high-performance work practices (HPWPs) as an economical means of encouraging innovative behavior that allows for efficiency without losing an emphasis on creativity and entrepreneurial action. This article outlines and discusses nine specific HPWPs targeted for smaller businesses that are expected to promote and fully realize the potential of employees as the driving force for innovation and sustained success.

From outside a firm, strategy making usually appears to be a top-down process whereby the CEO and top management make decisions that the rest of the firm must then implement. Sometimes, though, the ideas underlying strategic moves originate with lower level employees. Can employees really shape strategy? That often depends on crafting the content of the sales pitch.