Competitive advantage of data-driven analytical capabilities: the role of big data visualization and of organizational agility

Purpose In the digital age, the use of data and analytical capabilities to guide business decisions and operations plays a strategic role for organizations to gain competitive advantage (CA). However, the paths by which analytical capabilities convey their effect to CA are not yet fully known and few studies address the role of behavioral and cultural aspects of related of analytical capabilities. The purpose of this paper is to analyze how data-driven culture (DDC) and business analytics (BA) affect CA, considering the mediating effects of big data visualization (BDV) and organizational agility (OA). Design/methodology/approach A survey was conducted with 173 managers who are BDV and BA users in Brazilian organizations of various economic segments. The data were analyzed through structural equation modeling and mediation tests. Findings The evidence indicates that DDC and BDV are antecedents of BA. The following complementary mediations were discovered: BDV in the relationship between DDC and BA; BA in the relationship between DDC and CA; and OA in the relationship between BA and CA. It was also discovered that OA explains the transmission of most of the effect of BA to CA. Practical implications This study can help organizations to understand the importance of cultural and behavioral aspects related to the use of the analytical capabilities. Thereby, managers can establish policies and strategies to extract value from data and leverage business agility and competitiveness through use BDV and BA. Originality/value This study fills an important research gap by developing an original research model and discussing empirical evidence on how DDC and BA affect CA, considering the mediating effects of BDV and OA.