The Role of Organizational Culture in the Success of Data-Driven Decision-Making

This paper examines why data-driven decision-making succeeds in some organizations while remaining weak in others. It argues that analytics creates value only when culture and leadership turn evidence-based work into a routine, legitimate, and socially safe part of daily management. Recent empirical studies show that organizational culture shapes data-driven digital transformation and operational performance, while conceptual work suggests that data-driven culture develops through coordinated data ecosystems rather than isolated tools. Evidence also indicates that leadership support, data quality, data literacy, and governance jointly influence whether managers actually use analytics in decisions. Building on this literature, the paper proposes that sustainable data-driven decision-making depends on four reinforcing mechanisms: psychological safety, trust in data, data literacy, and governance. The paper concludes that organizations improve decision quality when they clarify the data vision, model evidence-based behavior, invest in organization-wide literacy, and create routines that make data visible, questioned, and applied with confidence. These conditions also reduce resistance, build accountability, and move analytics from a specialist activity to an everyday management habit across functions and levels everywhere consistently.

کلیدواژه ها:

organizational culture ، data-driven decision-making ، leadership ، data literacy ، data governance ، analytics adoption ، digital transformation