Big data monetization throughout Big Data Value Chain: a comprehensive review Value Chain has been considered as a key model for managing efficiently value creation processes within organizations. However, with the digitization of the endtoend processes which began to adopt data as a main source of value, traditional value chain models have become outdated. For this, researchers have developed new value chain models, called Data Value Chains, to carry out data driven organizations. Thereafter, new data value chains called Big Data Value chain have emerged with the emergence of Big Data in order to face new datarelated challenges such as high volume, velocity, and variety. These Big Data Value Chains describe the data flow within organizations which rely on Big Data to extract valuable insights. It is a set of ordered steps using Big Data Analytics tools and mainly built for going from data generation to knowledge creation. The advances in Big Data and Big Data Value Chain, using clear processes for aggregation and exploitation of data, have given rise to what is called data monetization. Data monetization concept consists of using data from an organization to generate profit. It may be selling the data directly for cash, or relying on that data to create value indirectly. It is important to mention that the concept of monetizing data is not as new as it looks, but with the era of Big Data and Big Data Value Chain it is becoming attractive. The aim of this paper is to provide a comprehensive review of value creation, data value, and Big Data value chains with their different steps. This literature has led us to construct an endtoend exhaustive BDVC that regroup most of the addressed phases. Furthermore, we present a possible evolution of that generic BDVC to support Big Data Monetization. For this, we discuss different approaches that enable data monetization throughout data value chains. Finally, we highlight the need to adopt specific data monetization models to suit big data specificities.

Social media capital: Conceptualizing the nature, acquisition, and expenditure of social mediabased organizational resources Abstract   The nearuniversal organizational participation in social media is predicated on the belief there are some tangible or intangible new resources to be had through tweeting, pinning, posting, friending, and sharing. We argue the linchpin of any payoff from engagement in social media is a special form of social capital we refer to as social media capital, and offer a conceptual framework for understanding its nature, acquisition, and expenditure. This paper contributes to existing literature by elaborating a new type of organizational resource and then synthesizing and extending research on the processes through which organizations can translate social media efforts into meaningful organizational outcomes. Understanding this causal chain is critical not only for measuring the return on investment from social media use but also for developing accounting information systems that are both adaptable to social resources and better able to exploit the data analytic and forecasting capabilities of realtime social media data.