This study examines the impact of big data analytics capabilities (BDAC) on firm performance (FPER) and the mediating role of process-oriented dynamic capabilities (PODC). The research is grounded in the resource-based view and draws on literature on big data analytics, information systems (IS), and the business value of information technology (IT). A hierarchical BDAC model is proposed, consisting of infrastructure, management, and personnel capabilities. The study uses a survey of 297 Chinese IT managers and business analysts to test the proposed model. The findings confirm the direct and indirect effects of BDAC on FPER, with PODC playing a significant mediating role. Infrastructure and personnel capabilities are found to be more important than management capability. The study provides insights for practitioners and researchers, emphasizing the importance of building BDAC and PODC to enhance firm performance.This study examines the impact of big data analytics capabilities (BDAC) on firm performance (FPER) and the mediating role of process-oriented dynamic capabilities (PODC). The research is grounded in the resource-based view and draws on literature on big data analytics, information systems (IS), and the business value of information technology (IT). A hierarchical BDAC model is proposed, consisting of infrastructure, management, and personnel capabilities. The study uses a survey of 297 Chinese IT managers and business analysts to test the proposed model. The findings confirm the direct and indirect effects of BDAC on FPER, with PODC playing a significant mediating role. Infrastructure and personnel capabilities are found to be more important than management capability. The study provides insights for practitioners and researchers, emphasizing the importance of building BDAC and PODC to enhance firm performance.