Integrating business analytics into strategic planning for better performance

Abstract

PurposeOver the past few years, developments in business analytics have provided strategic planners with promising instruments for dealing with turbulent environments. This study aims to reveal whether or not the application of business analytics in strategic planning contributes to better company performance, and to formulate recommendations on how to integrate business analytics in companies' performance management systems.Design/methodology/approachBased on a survey conducted with 89 respondents from high‐technology firms, a group comparison between firms with strong performance and those with weak performance reveals significant differences between the two groups' strategic planning processes and application of business analytics.FindingsThe empirical survey's results show that better‐performing companies are characterized by a more sophisticated analytical planning process. Lower‐performing firms acknowledge this competitive advantage. Based on these findings, the authors develop recommendations on how to integrate business analytics in performance management contexts.Research limitationsThe empirical study's results are limited to high‐technology industries in the cultural setting of Germany.Practical implicationsThe empirical results emphasize the competitive advantage gained by applying business analytics. The recommendations concerning analytical performance management should help managers to sensibly integrate the analytical toolbox in performance management contexts.Originality/valueThis paper combines insights on the best usage of business analytics from the perspective of strategic planning experts, with recommendations for the integration of business analytics into the performance management framework from an academic perspective.

Business analytics leveraging resilience in organizational processes

“…A positive and significant correlation (p-value = 0.003) was found for OAC when inserted into the relationship between BPMM and OR Source: Prepared by authors based on the study's data inefficient procedures and the adoption of behaviors that are aligned with organizational objectives and strategies, resulting in a decrease in the uncertainty inherent in the execution of business. Therefore, it is understood that OAC potentiate the results of process outputs because the processed information improves the feedback system of these processes, thus promoting positive and significant impacts on organizational performance (Chae et al, 2014;Klatt et al, 2011;Ladeira et al, 2012;Oliveira et al, 2012;Souza, 2014;Trkman et al, 2010), particularly in the results dimension in OR.…”

Perancangan sistem informasi strategik pada ukm xyz untuk memaksimalkan pemasaran dan efisiensi biaya

“…Menurut Klatt (2011), manfaat perencanaan strategis bagi perusahaan adalah sebagai berikut: 1. Sebagai kerangka kerja untuk pengembangan anggaran tahunan.…”

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“…Kiron et al 2012c), and competitive advantages (e.g. Klatt et al 2011). However, there is still a paucity of academic research to provide either conceptual understanding of or empirical evidence on the use and facilitation of BA.…”