The business analytics and strategic management literatures suggest that organizations should seek to exploit data as a key mechanism for competitive advantage. However, the rules of engagement are evolving, the regulatory landscape is becoming increasingly complex, and examples of poor outcomes are increasingly common. The board – in its role of setting and monitoring risk appetite – needs to be able to govern the risk/reward trade-off of the data asset. Contemporary data governance approaches are inadequate: they are overly rigid and risk oriented, limited in scope to an organization's self-interest rather than considering the broad set of stakeholders, and do not provide a platform for the board to manage this critical risk. This paper uses a unique set of informants – 41 board directors – to demonstrate that differences in board perspectives influence how organizations explore the secondary use of data. Furthermore, this paper identifies a set of relevant individual, organizational and environmental factors and presents empirically based configurations of these factors that lead organizations to consider (or neglect) the secondary use of data as a critical enabler of competitive advantage.

业务分析和战略管理文献表明，组织应该寻求利用数据作为获得竞争优势的关键机制。然而，参与规则在不断演变，监管环境变得越来越复杂，结果不佳的例子也越来越普遍。董事会——作为设定和监控风险偏好的角色——需要能够管理数据资产的风险/回报权衡。当代数据治理方法是不充分的：它们过于僵化和以风险为导向，范围仅限于组织的自身利益，而不是考虑广泛的利益相关者，并且没有为董事会提供管理这一关键风险的平台。本文使用一组独特的信息提供者（41 名董事会董事）来证明董事会观点的差异会影响组织探索数据二次使用的方式。此外，本文确定了一组相关的个人、组织和环境因素，并提出了这些因素的基于经验的配置，这些因素导致组织考虑（或忽视）数据的二次使用作为竞争优势的关键推动因素。