The government sector has started adopting big data analytics capability (BDAC) to enhance its service delivery. This study examines the relationship between BDAC and decision-making capability (DMC) in the government sector. It investigates the mediation role of the cognitive style of decision makers and organizational culture in the relationship between BDAC and DMC utilizing the resource-based view of the firm theory. It further investigates the impact of BDAC on organizational performance (OP). This study attempts to extend existing research through significant findings and recommendations to enhance decision-making processes for a successful utilization of BDAC in the government sector. A survey method was adopted to collect data from government organizations in the United Arab Emirates, and partial least-squares structural equation modeling was deployed to analyze the collected data. The results empirically validate the proposed theoretical framework and confirm that BDAC positively impacts DMC via cognitive style and organizational culture, and in turn further positively impacting OP overall.
Keywords: big data analytics; cognitive style; decision-making; organizational culture; organizational performance.