Antecedents and Performance Impacts of Analytics-Based Managerial Decision-Making

Thirathon, U; Wieder, B; Ossimitz, ML

Antecedents and Performance Impacts of Analytics-Based Managerial Decision-Making

Thirathon, U Wieder, B

Ossimitz, ML

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Publication Type:: Conference Proceeding
Citation:: 2019
Issue Date:: 2019-07-09

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Field	Value	Language
dc.contributor.author	Thirathon, U	en_US
dc.contributor.author	Wieder, B https://orcid.org/0000-0002-7093-6213	en_US
dc.contributor.author	Ossimitz, ML https://orcid.org/0000-0001-5417-5752	en_US
dc.date	2019-07-08	en_US
dc.date.available	2019-06-11	en_US
dc.date.issued	2019-07-09	en_US
dc.identifier.citation	2019	en_US
dc.identifier.uri	http://hdl.handle.net/10453/135699
dc.description.abstract	This study investigates how organizations can achieve competitive advantage with data analytics. Two dimensions of the value creation process are investigated: (1) the input or antecedents of Big Data analytics (BDA) and (2) the mechanisms required to translate BDA investments into increased organizational performance. The results of survey responses from senior finance managers across a broad range of industries in Australia reveal that analytics-based decision-making (ABDM) is the main mechanism for converting analytic capabilities into competitive advantage. The technical, interaction and business skills of analysts are important antecedents of both BDA sophistication and ABDM, but the strongest driver of the latter business managers’ quantitative skills. We conclude that competing with analytics does not just require investments into analysts’ skills and related tools and IT architectures, but also into quantitative skills of business managers. Finally, our analysis reveals that managers of smaller organizations are more likely to base their decisions on analytics than those in large organizations.	en_US
dc.relation.ispartof	Pacific Asian Conference on Information Systems 2019 - MISQ Editor Workshop	en_US
dc.rights	info:eu-repo/semantics/closedAccess
dc.title	Antecedents and Performance Impacts of Analytics-Based Managerial Decision-Making	en_US
dc.type	Conference Proceeding
utslib.location.activity	Xi'an China	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Accounting Discipline
utslib.copyright.status	closed_access	*
pubs.consider-herdc	false	en_US
pubs.finish-date	2019-07-12	en_US
pubs.publication-status	Accepted	en_US
pubs.start-date	2019-07-08	en_US

Abstract:

This study investigates how organizations can achieve competitive advantage with data analytics. Two dimensions of the value creation process are investigated: (1) the input or antecedents of Big Data analytics (BDA) and (2) the mechanisms required to translate BDA investments into increased organizational performance. The results of survey responses from senior finance managers across a broad range of industries in Australia reveal that analytics-based decision-making (ABDM) is the main mechanism for converting analytic capabilities into competitive advantage. The technical, interaction and business skills of analysts are important antecedents of both BDA sophistication and ABDM, but the strongest driver of the latter business managers’ quantitative skills. We conclude that competing with analytics does not just require investments into analysts’ skills and related tools and IT architectures, but also into quantitative skills of business managers. Finally, our analysis reveals that managers of smaller organizations are more likely to base their decisions on analytics than those in large organizations.

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http://hdl.handle.net/10453/135699