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Process-based view of Agility

Process-based view of Agility. Robyn L. Raschke University of Nevada Las Vegas. Overview. Business Process Agility Definition & Example Motivation Research Questions Components of Business Process Agility Model & Hypotheses Method Results. Business Process Agility.

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Process-based view of Agility

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  1. Process-based view of Agility Robyn L. Raschke University of Nevada Las Vegas

  2. Overview • Business Process Agility Definition & Example • Motivation • Research Questions • Components of Business Process Agility • Model & Hypotheses • Method • Results

  3. Business Process Agility ‘the ability to add and/or reconfigure a business process by quickly adding new capabilities to the set of business process capabilities to accommodate the potential needs of the firm’ Raschke and David (2005)

  4. Example: Business Process Agility Wi-Fi Gambling • gamble anywhere within the resort (i.e. pool) • order food/drinks • content/information services • review and pay bill

  5. Motivation • Value of IT • Business process is ‘bypassed’ Dehning & Richardson (2002) • Business process ‘locus of value’ Davern & Wilkin (2010) • The next level of supply chain excellence requires business process agility Gartner Report (2007) • IT is a platform for agility Sambamurthy et al. (2003)

  6. Research Questions • What are the components of Business Process Agility? • Is IT a platform for agility? • What relationship exists, if any, between Business Process Agility and Process Outcomes?

  7. Components of Business Process Agility • Drawing from operations literature, Agility has two main competencies: • Ability to adapt to change • Responsiveness • Business Process Agility also considers • The human element

  8. Components of Business Process Agility Business Process Agility Reconfigurability Employee Adaptability Process Centric View Responsiveness Ability to deploy new configurations that better match the environment (Pavlou et al. 2004) Emphasis on ‘time’ (Sharifi et al 1999) Organizational Emphasis on the business process (Goldman and Nagel 1993) Leveraging People (Goldman et al. 1995; Gunneson 1997; Kidd 1994; Preiss et al. 1996)

  9. Theoretical Model H1: IT Infrastructure Flexibility positively affects Business Process Agility. H1: IT Infrastructure Flexibility positively affects Business Process Agility. H3: Business Process Agility will have a positive effect on Process Outcomes H2a H1 H1 H2 H2b H2: Business Process Agility will have a positive effect on Process Outcomes

  10. Method • Survey n=880 • Manufacturing Firms • Spanning Processes (Purchasing & Order Fulfillment)

  11. Sample Frame

  12. Response Rate

  13. Results: Business Process Agility

  14. Results: Business Process Agility Correlation Matrix

  15. Results

  16. Results: Hypotheses H2a H1 H2b

  17. Contributions • Measure for process agility (locus of value) • IT Value at process level • Understanding the components of Business Process Agility will help managers understand how to reach desired performance (Process Outcomes)

  18. Limitations • Cross-sectional survey • Results limited to • Spanning processes (purchasing & order fulfillment) • Manufacturing firms

  19. Future Research • Benchmarking opportunities • Other processes • Service organizations

  20. Thank you!

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