Big Data, Analytic Culture and Analytic-Based Decision Making Evidence from Australia

Thirathon, U; Wieder, B; Matolcsy, Z; Ossimitz, ML

Big Data, Analytic Culture and Analytic-Based Decision Making Evidence from Australia

Thirathon, U

Wieder, B

Matolcsy, Z

Ossimitz, ML

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Publication Type:: Journal Article
Citation:: Procedia Computer Science, 2017, 121 pp. 775 - 783
Issue Date:: 2017-01-01

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Field	Value	Language
dc.contributor.author	Thirathon, U https://orcid.org/0000-0002-4465-7480	en_US
dc.contributor.author	Wieder, B https://orcid.org/0000-0002-7093-6213	en_US
dc.contributor.author	Matolcsy, Z https://orcid.org/0000-0001-6566-5079	en_US
dc.contributor.author	Ossimitz, ML https://orcid.org/0000-0001-5417-5752	en_US
dc.date.issued	2017-01-01	en_US
dc.identifier.citation	Procedia Computer Science, 2017, 121 pp. 775 - 783	en_US
dc.identifier.uri	http://hdl.handle.net/10453/130039
dc.description.abstract	© 2017 The Authors. Published by Elsevier B.V. This study investigates how managerial decision making is influenced by Big Data, analytics and analytic culture. The results of a cross-sectional survey (n = 163) of senior IT managers reveal that Big Data Analytics creates an incentive for managers to base more of their decisions on the analytic insights. However, we also find that the main driver of analytic-based decision making is analytic culture. Considering that culture - in contrast to Big Data Analytics tools and skills - is a resource which cannot be change easily or quickly, we conclude that firms with a highly analytic culture can use this resource as a competitive weapon. Finally, our analysis reveals that managers in smaller organizations are significantly more likely to base their decisions on analytic results than managers in large organizations, which suggests the former use analytics to remain competitive against their larger counterparts.	en_US
dc.relation.ispartof	Procedia Computer Science	en_US
dc.relation.isbasedon	10.1016/j.procs.2017.11.100	en_US
dc.title	Big Data, Analytic Culture and Analytic-Based Decision Making Evidence from Australia	en_US
dc.type	Journal Article
utslib.citation.volume	121	en_US
utslib.for	080605 Decision Support and Group Support Systems	en_US
utslib.for	08 Information and Computing Sciences	en_US
utslib.for	10 Technology	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	open_access
pubs.publication-status	Published	en_US
pubs.volume	121	en_US

Abstract:

© 2017 The Authors. Published by Elsevier B.V. This study investigates how managerial decision making is influenced by Big Data, analytics and analytic culture. The results of a cross-sectional survey (n = 163) of senior IT managers reveal that Big Data Analytics creates an incentive for managers to base more of their decisions on the analytic insights. However, we also find that the main driver of analytic-based decision making is analytic culture. Considering that culture - in contrast to Big Data Analytics tools and skills - is a resource which cannot be change easily or quickly, we conclude that firms with a highly analytic culture can use this resource as a competitive weapon. Finally, our analysis reveals that managers in smaller organizations are significantly more likely to base their decisions on analytic results than managers in large organizations, which suggests the former use analytics to remain competitive against their larger counterparts.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/130034