Information technologies are experiencing rapid transformation which has increased the amount of data available to organizational leaders. This advancement in technology and data has generated the need for increased focus at every level of the organization making evidence-based decision-making overwhelming. The research paper studies the impact of data-driven decision-making on organizational performance from the scholar-practitioner point of view with the aim of helping practitioners in this process. Based on an evidence-based approach a systematic review was used to select studies that were synthesized into a scholar-practitioner model. The approach combines what is known and not known about the research question at hand to give the best available evidence. The research evaluates thirty-four articles on data-driven decision-making, and organizational performance and provides leaders with a framework, based on evidence, to support them by simplifying this process into eight steps. The primary objective was to create a reliable assessment of the problem and evaluate the literature for solutions that are available for solving it. Using this technique, a management guide is provided so that practitioners can make the most of this research study.
|Advisor:||Collins, Kuan, Sherlock, John|
|School:||University of Maryland University College|
|School Location:||United States -- Maryland|
|Source:||DAI-A 80/06(E), Dissertation Abstracts International|
|Keywords:||Big data, Data-driven, Decision making, Performance|
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