<![CDATA[The growing use of information systems and analytical technologies has encouraged organizations to adopt data-driven approaches to managerial decision-making. However, the availability of high-quality data and analytical tools does not automatically produce better decisions when data use has not become part of organizational routines. This study examines the effects of Data Quality and Analytics Capability on Managerial Decision Quality and investigates the mediating role of Data-Driven Culture in office-based organizations. A quantitative explanatory design was employed involving 220 respondents who routinely use data, information systems, digital reports, dashboards, spreadsheets, or analytical tools in their work. The research model was tested using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results show that Data Quality and Analytics Capability have positive and significant effects on Data-Driven Culture. Analytics Capability and Data-Driven Culture also positively and significantly affect Managerial Decision Quality, whereas the direct effect of Data Quality on Managerial Decision Quality is not significant. Furthermore, Data-Driven Culture mediates the relationship between Data Quality and Managerial Decision Quality through an indirect-only mediation mechanism and mediates the relationship between Analytics Capability and Managerial Decision Quality through complementary mediation. These findings indicate that reliable data alone is insufficient to improve managerial decisions unless organizations institutionalize data use in their working culture. The study highlights the importance of integrating data quality, analytical capability, and a data-driven culture to strengthen evidence-based managerial decision-making and provides practical guidance for organizations seeking to improve the managerial value of their information resources]]>
Copyrights © 2026
