In this study I explored the experiences of institutional actors (e.g. administrators, faculty and staff members) responsible for student success efforts at research universities. Through Critical Discourse Analysis of interview transcripts and institutional documents, I traced how neoliberalism and other economic logics propagated through the implementation of Data Driven Decision Making (DDDM) practices. Among the consequences of this propagation were: 1) the commodification of data, whereby institutional actors were expected to use "data-as-capital" to gain access to additional resources and support; and 2) the emergence of market-like environments, or "embedded-markets," which amplified competition and eroded collaboration amongst those responsible for student success efforts. Insights from this study demonstrate how data-driven practices intended to enhance student success, served to inhibit student success efforts. This study has implications for research, practice, institutional decision-making, and institutional policies.