While business analytics is being increasingly used to gain data-driven insights to support decision-making, little research exists regarding the mechanism through which business analytics can be used to improve decision-making effectiveness at the organisational level. Drawing on the information processing view and contingency theory, this paper develops a research model linking business analytics to organisational decision-making effectiveness. The research model is tested using structural equation modelling based on 740 responses collected from UK businesses. The key findings demonstrate that business analytics, through the mediation of a data-driven environment, positively influences information processing capabilities, which in turn have a positive effect on decision-making effectiveness. The findings also demonstrate that the paths from business analytics to decision-making effectiveness have no statistical differences between large and medium companies but some differences between manufacturing and professional service industries. Our findings contribute to the business analytics literature by providing useful insights into business analytics applications and the facilitation of data-driven decision-making. They also contribute to managers' knowledge and understanding by demonstrating how business analytics should be implemented to improve decision-making effectiveness.

A popular assumption in the current literature on remanufacturing is that the whole new product is produced by an integrated manufacturer, which is inconsistent with most industries. In this paper, we model a decentralised closedloop supply chain consisting of a key component supplier and a non-integrated manufacturer, and demonstrate that the interaction between these players significantly impacts the economic and environmental implications of remanufacturing. In our model, the non-integrated manufacturer can purchase new components from the supplier to produce new products, and remanufacture used components to produce remanufactured products. Thus, the non-integrated manufacturer is not only a buyer but also a rival to the supplier. In a steady state period, we analyse the performances of an integrated manufacturer and the decentralised supply chain. We find that, although the integrated manufacturer always benefits from remanufacturing, the remanufacturing opportunity may constitute a lose-lose situation to the supplier and the non-integrated manufacturer, making their profits be lower than in an identical supply chain without remanufacturing. In addition, the non-integrated manufacturer may be worse off with a lower remanufacturing cost or a larger return rate of used products due to the interaction with the supplier. We further demonstrate that the government-subsidised remanufacturing in the non-integrated (integrated) manufacturer is detrimental (beneficial) to the environment.

Purpose Building on organizational support theory and social exchange theory, the purpose of this paper is to study the impact of organizational support on employee performance (EP) in the context of flexible manufacturing. In particular, the authors aimed to investigate the mediating role of employee attitude between organizational support and EP, and the moderating role of organizational justice (OJ). Design/methodology/approach A total of 180 participants from 36 work teams employed in 7 large automotive manufacturing enterprises in China were surveyed using a questionnaire designed by the authors. Multiple linear regressions were used to test the proposed hypotheses. Findings The results revealed four new performance indicators of frontline workers in the context of flexible manufacturing: continuous learning, teamwork, problem solving and active work. Organizational support can be divided into reinforcing support and inhibitive support. Reinforcing organizational support has a positive effect on new performance of frontline workers, and a sense of belonging plays a strong mediating role between them. Inhibitive organizational support plays an important role in the sense of awe (SA) of employees, but the SA has no influence on new performance of frontline workers. OJ plays a strong moderating role between organizational support and employee attitudes. Originality/value This study is one of the first attempts to explore the performance of frontline workers in the context of flexible manufacturing and contributes to the existing literature on the relationship between organizational support and EP.

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