The study explores the impact of big data analytics (BDA) capabilities (BDAC) on firm performance (FPER) and the mediating role of process-oriented dynamic capabilities (PODC). Drawing on the resource-based view and literature on BDA, information systems (IS), and IT value, the research proposes a hierarchical BDAC model with three second-order constructs (infrastructure, management, and personnel capabilities) and eleven first-order constructs. The study uses data from 297 Chinese IT managers and business analysts to test the model. Findings confirm the value of the hierarchical BDAC model, which has both direct and indirect impacts on FPER. The results also confirm that PODC significantly mediates the relationship between BDAC and FPER, enhancing insights and firm performance. The study highlights the importance of infrastructure and personnel capabilities in BDAC, which are more influential than management capabilities. The research model shows that BDAC and PODC positively affect FPER, with BDAC having a stronger direct impact. The study also discusses implications for practice, emphasizing the need to develop BDAC through infrastructure, personnel, and process-oriented capabilities to achieve sustainable competitive advantage. The findings suggest that integrating BDAC and PODC in a single model helps understand their relationship with firm performance. The study also notes the importance of context-specific measures for BDAC and the need for further research on organizational culture and top management commitment in BDAC implementation.The study explores the impact of big data analytics (BDA) capabilities (BDAC) on firm performance (FPER) and the mediating role of process-oriented dynamic capabilities (PODC). Drawing on the resource-based view and literature on BDA, information systems (IS), and IT value, the research proposes a hierarchical BDAC model with three second-order constructs (infrastructure, management, and personnel capabilities) and eleven first-order constructs. The study uses data from 297 Chinese IT managers and business analysts to test the model. Findings confirm the value of the hierarchical BDAC model, which has both direct and indirect impacts on FPER. The results also confirm that PODC significantly mediates the relationship between BDAC and FPER, enhancing insights and firm performance. The study highlights the importance of infrastructure and personnel capabilities in BDAC, which are more influential than management capabilities. The research model shows that BDAC and PODC positively affect FPER, with BDAC having a stronger direct impact. The study also discusses implications for practice, emphasizing the need to develop BDAC through infrastructure, personnel, and process-oriented capabilities to achieve sustainable competitive advantage. The findings suggest that integrating BDAC and PODC in a single model helps understand their relationship with firm performance. The study also notes the importance of context-specific measures for BDAC and the need for further research on organizational culture and top management commitment in BDAC implementation.