The effects of analytics capability and sensing capability on operations performance: the moderating role of data-driven culture.

Abstract

Studies indicate that organizational capability is a key factor in operational performance, and that both sensing and analytics capabilities have a significant influence on operational performance. This study develops a framework to examine the impact of organizational capability on operational performance, with a specific focus on the implementation of sensing and analytics capabilities. We combine strategic fit theory, the dynamic capability view, and the resource-based view to examine how micro, small, and medium enterprises (MSMEs) strategically integrate a data-driven culture (DDC) with their organizational capabilities to enhance operational performance. We carry out empirical research to investigate whether a DDC moderates the influence of organizational capability on operational performance. Structural equation modeling of survey data from 149 MSMEs reveals that both sensing and analytics capabilities have a positive impact on operational performance. The results also suggest that a DDC positively moderates the influence of organizational capability on operational performance. We discuss the theoretical and managerial implications of our findings, the limitations of the study, and opportunities for further research.