PENGARUH ANALISIS BIG DATA TERHADAP PENGAMBILAN KEPUTUSAN STRATEGIS
DOI:
https://doi.org/10.1234/aira.v2i2.44Keywords:
big data analytics, digital transformation, purchase intention, innovation capability, leadership support, Purchase Intention, strategic planning, value creation, IndonesiaAbstract
This study investigates the impact of Big Data Analytics (BDA), Strategic Planning (SP), Innovation Capability (IC), Value Creation (VC), and Leadership Support (LS) on consumer purchase intention within Indonesian digital transformation contexts, focusing on how data-driven strategies influence consumer behavior. The research addresses a critical gap in understanding the relative ef ectiveness of various digital transformation components in emerging markets, particularly in Indonesia where digital adoption is accelerating but empirical evidence remains limited. Using a quantitative correlational approach, the study collected data from 100 qualified managers and decision-makers through structured questionnaires employing 5-point Likert scales, analyzed using SPSS version 26. Validity testing confirmed all items exceeded the threshold (r > 0.195), while reliability analysis demonstrated strong internal consistency (Cronbach's Alpha ranging 0.782-0.891). Multiple regression analysis revealed three significant predictors: BDA showed the strongest influence (t = 4.217, p < 0.001, β = 0.421), followed by IC (t = 3.892, p < 0.001, β = 0.387), and LS (t = 2.045, p = 0.043, β = 0.215), while SP and VC were nonsignificant (p > 0.05). The overall model proved significant (F = 24.731 > F-table 2.31, p < 0.001) with 56.8% variance explained (R² = 0.568). These findings advance digital transformation theory by empirically validating the Technology-Organization-Environment framework in Indonesian contexts, revealing that technical capabilities outweigh organizational factors in driving consumer responses. Practically, the results guide businesses to prioritize BDA infrastructure and innovation culture over perfect strategic planning during digital transitions. The study establishes a foundation for future research to explore cultural moderators and longitudinal ef ects of digital transformation strategies.
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