Based on the two abstracts provided below,

1. suggest the most appropriate research ontological and epistemological assumptions for the following two research projects, and
2. explain the concepts of ontological and epistemological assumptions you have suggested

Abstract 1: A dynamic capability view of marketing analytics: Evidence from UK firms

While marketing analytics plays an important role in generating insights from big data to improve marketing decision-making and firm competitiveness, few academic studies have investigated the mechanisms through which it can be used to achieve sustained competitive advantage. To close this gap, this study draws on the dynamic capability view to posit that a firm can attain sustained competitive advantage from its sensing, seizing and reconfiguring capabilities, which are manifested by the use of marketing analytics, marketing decision-making, and product development management. This study also examines the impact of the antecedents of marketing analytics use on marketing related processes. The analysis of a survey of 221 UK firm managers demonstrates: (a) the positive impact of marketing analytics use on both marketing decision-making and product development management; (b) the effect of the latter two on sustained competitive advantage; (c) the indirect effect of data availability on both marketing decision-making and production development management; and (d) the indirect effect of managerial support on marketing decision-making. The research model proposed in this study provides insights into how marketing analytics can be used to achieve sustained competitive advantage.

Abstract 2: Outsourcing contact centers: Internal branding challenges and consequences

• Purpose: The purpose of this research is to develop a deeper understanding of the philosophy adopted by organizations in making the decision to outsource contact centers or not.
• Design/methodology/approach: A phenomenological study was used to develop an understanding of industry participants experience of the outsourcing of contact centers in South Africa. Ten in-depth interviews were conducted. Content analysis identified key thoughts and common themes. This was used to develop a model for outsourcing.
• Findings: Evidence was found to support three propositions developed from the literature, regarding the reasons for and unintended consequences of outsourcing. A model was developed to illustrate how costs can be reduced by outsourcing under different conditions of headcount constraints and failure costs of customer relationship management.