Maestría en Gerencia Estratégica · 2026

Analytics organizational culture as a source of competitive advantage: the case of an American B2B technology company

Resumen

This dissertation examines how an analytics organisational culture can be a source of competitive advantage in a sales-intensive, B2B technology context. Focusing on the North American sales organisation of a multinational American technology company, the study asks how business analytics (BA) create value when embedded in culture and routines. A theoretically integrated pathway is tested in which BA provide BI tools and measures, a data-driven culture (DDC) supplies shared meanings and expectations, information-processing capability (IPC) operationalises cross-functional sense-and-respond, and competitive advantage (CA) follows from improved decision coherence, velocity, and learning. A mixed-methods design was employed. Integrating strands, the dissertation argues that analytics pay off when organisations move from “dashboards as display” to “dashboards as dialogue”. The core managerial contribution is an action plan that institutionalises governance, leadership rituals, decision-centric enablement, and learning loops, while prioritising seller visible value before raising hygiene thresholds. Overall, the study contributes empirically by evidencing DDC mediation in a real-world sales setting and conceptually by clarifying the BA ? DDC ? IPC ? CA mechanism. The findings demonstrate how an analytics culture can be deliberately built to enhance sales performance and strategic agility.