Management decision making in the age of big data : an exploration of the roles of analytics and human judgment : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Management at Massey University, Auckland, New Zealand
Loading...
Date
2019
DOI
Open Access Location
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
Massey University
Rights
The Author
Abstract
This thesis explores the effects of data analytics and human judgment on management decision making in an increasingly data-driven environment. In recent years, the topics of big data and advanced analytics have gained traction and wide-spread interest among practitioners and academics. Today, big data is considered a buzzword by some and an essential prerequisite for future business success by others. Recent research highlights the potential of big data analytics for decision making, but also points out critical challenges and risks.
The aim of this research is to take an in-depth look at management decision making by using qualitative case studies and critical incidents to carefully examine managers' decision-making processes. This exploration evolves around the two main research questions:
i) How do managers perceive the role of advanced analytics and big data in the decision-making process?
ii) How do managers perceive the alignment of advanced analytics and big data with more traditional decision-making approaches such as human judgment?
The content and thematic analyses of data from 25 semi-structured interviews with managers, executives, and business analysts from nine organizations provided several key insights. Managers were found to rely on data and human judgment in their decision making to varying extents and in different roles. The processes followed by the decision makers depended on the decisions at hand, the managers’ characteristics and preferences, as well as environmental factors.
The findings empirically support the development of an ecological systems framework, which provides a holistic picture of managerial decision making in the age of big data. The study contributes by applying the dual process theory to the context of data-driven decision making. Practical implications for organizations are derived from the findings and identify organizational considerations and prerequisites. The influence of the managers’ environments on decision making emphasizes the organizations’ need to utilize a holistic approach when adopting a data-driven decision-making culture.
Description
Keywords
Industrial management, Decision making, Data processing, Big data, Executives, New Zealand, Attitudes