Many companies invest considerable resources in developing Business Analytics (BA) capabilities to improve their performance. BA can affect performance in many different ways. This paper analyses how BA capabilities affect firms' agility through information quality and innovative capability. Furthermore, it studies the moderating role of environmental turbulence, both technological and in the market. The proposed model was tested using statistical data from 154 firms with two respondents (CEO and CIO) from each firm. The data were analysed using Partial Least Squares (PLS)/Structured Equation Modelling (SEM). Our results indicate that BA capabilities strongly impact a firm's agility through an increase in information quality and innovative capability. We also discuss that both market and technological turbulence moderate the influence of firms' agility on firms' performance. 1. Introduction Business analytics (BA) are overhauling the way firms are generating and using data (Ramanathan, Philpott, Duan, & Cao, 2017). They attracted increasing attention from both academics and practitioners for their high operational and strategic potential across various industries, including financial services, insurance, retail, healthcare and manufacturing (Dubey, Gunasekaran, Childe, Wamba, & Papadopoulos, 2016; Fosso Wamba, Ngai, Riggins, & Akter, 2017). BA can be defined as a holistic approach to manage, process and analyse data, not only to create actionable insights (adapted from Fosso Wamba, Akter, Edwards, Chopin, and Gnanzou, (2015)) but also to enable organisations to predict changes based on market requirements and respond to them quickly (Işık, Jones, & Sidorova, 2013). BA systems involve the use of capabilities and technologies to collect, transform, analyse and interpret data to support decision-making (Santiago Rivera & Shanks, 2015). BA are known as 'competitive differentiators (Jeble et al., 2018),' and both professional press and academic research consistently demonstrate a positive relationship between BA and or

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Purpose Market orientation (MO) (intelligence generation, intelligence dissemination and responsiveness) is known as one of the key concepts in marketing literature. Although prior research has widely focused on the meaning and application of MO, few attempts have been made to explore how market-oriented firms lead to innovation and market performance and what factors actually moderate this relationship. To fill this gap, the present study aims to explore the relationship between MO, innovation and market performance. This study also attempts to examine the intervening role of IT infrastructure, business analytics (BA) capabilities and market turbulence in the proposed model. Design/methodology/approach In this study, a questionnaire-based survey was undertaken to test the proposed hypotheses. To verify the proposed theoretical model, partial least squares (PLS)/structured equation modeling (SEM) was performed with 114 valid survey data. Findings Despite prior studies which postulated innovation performance as the final outcome of MO (Han et al., 1998; Song et al., 2015), this study focused on innovation performance as a mediating outcome which finally leads to market performance. The statistical results approve the putative relationship which means managers would be able to realize the paramount role of innovation as an integral part of achieving higher market performance. In addition, no support was found for the relationship between intelligence generation and responsiveness. This finding shows that not all obtained information can help managers in the decision-making process. Originality/value This study aims to enrich literature by developing a conceptual model to test the link between MO, innovation and market performance. The value of this study is to investigate the roles of flexible IT infrastructure, BA capabilities and market turbulence as the potential moderators in the proposed model. The results advance the understanding of the influence of BA capabilities on the link between intelligence dissemination and responsiveness. Findings also show innovation performance as remarkable and deemed valuable capability, leading to higher performance in marketing-related activities, particularly in highly turbulent markets.

Purpose-Decision support (DS), as a traditional management concept, have had a remarkable role in competitiveness or survival of organizations and nowadays, business intelligence (BI), as a brand modern impression, has various contributions in supporting decision-making process. Although, a variety of benefits are expected to arise from BI functions, researches, and models that determining the effect of BI functions on the decisional and organizational benefits are rare. The purpose of this paper is to study the relationship between BI functions, DS benefits, and organizational benefits in context of decision environment. Design/methodology/approach-This research conducts a quantitative survey-based study to represent the relationship between BI capabilities, decision support benefits, and organizational benefits in context of decision environment. On this basis, the partial least squares (PLS) technique employs a sample of 228 firms from different industries located in Middle-East countries. Findings-The findings confirm the existence of meaningful relationship between BI functions, DS benefits, and organizational benefits by supporting 15 out of 16 main hypotheses. Essentially, this research provides an insightful understanding about which capabilities of BI have strongest impact on the outcome benefits. Originality/value-The results can provide effective and useful insights for investors and business owners to utilize more appropriate BI tools and functions to reach more idealistic organizational advantages. Also it enables managers to better understand the application of BI functions in the process of achieving the specified managerial support benefits.

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