The purpose of this paper is threefold: first, to investigate the role of big data and predictive analytics (BDPA) and social capital on the performance of humanitarian supply chains (HSCs); second, to explore the different performance measurement frameworks and develop a conceptual model for an HSC context that can be used by humanitarian organizations; and third, to provide insights for future research direction.
After a detailed review of relevant literature, grounded in resource-based view and social capital theory, the paper proposes a conceptual model that depicts the influence of BDPA and social capital on the performance of an HSC.
The study deliberates that BDPA as a capability improves the effectiveness of humanitarian missions to achieve its goals. It uncovers the fact that social capital binds people, organization or a country to form a network and has a critical role in the form of monetary or non-monetary support in disaster management. Further, it argues that social capital combined with BDPA capability can result in a better HSC performance.
The proposed model integrating BDPA and social capital for HSC performance is conceptual and it needs to be empirically validated.
Organizations and practitioners may use this framework by mobilizing social capital, BDPA to enhance their abilities to help victims of calamities.
Findings from study can help improve coordination among different stakeholders in HSC, effectiveness of humanitarian operations, which means lives saved and faster reconstruction process after disaster. Second, by implementing performance measurements framework recommended by study, donors and other stakeholders will get much desired transparency at each stage of HSCs.
The findings contribute to the missing link of social capital and BDPA to the existing performance of HSC literature, finally leading to a better HSC performance.
