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

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Presentation transcript:

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 ‘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)

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

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 GartnerReport (2007) IT is a platform for agility Sambamurthy et al. (2003)

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?

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

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

Theoretical Model H1: IT Infrastructure Flexibility positively affects Business Process Agility. H1H1 H2H2 H3: Business Process Agility will have a positive effect on Process Outcomes H1: IT Infrastructure Flexibility positively affects Business Process Agility. H2: Business Process Agility will have a positive effect on Process Outcomes H1 H2a H2b

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

Sample Frame

Response Rate

Results: Business Process Agility

Correlation Matrix

Results

Results: Hypotheses H1 H2a H2b

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)

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

Future Research Benchmarking opportunities Other processes Service organizations

Thank you!