Research paper

Business Process Agility

S.N	RelatedStudyTopic	RelatedStudyAuthor	Type of Study	Concept	Result
1	AN EMPIRICAL ANALYSIS OF BUSINESS PROCESS AGILITY: EXAMINING THE RELATIONSHIP OF IT ON BUSINESS PROCESS AGILITY AND THE EFFECTS OF BUSINESS PROCESS AGILITY ON PROCESS OUTCOMES	Robyn L. Raschke A Dissertation Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy ARIZONA STATE UNIVERSITY August 2007	Empirical	This research contributes to the understanding of agility for both purchasing and order fulfillment processes. Secondly, this research contributes to an increased understanding of the dynamic capabilities perspective from a business process perspective. And thirdly, this research contributes to the method of testing structurally different theoretical models derived from similar theory. Understanding how IT affects business process agility and the effects of business process agility on process outcomes allows management to focus IT investments for specific processes which can affect process outcomes. This allows management to identify which processes should be “exploited, developed, and protected” (Ray et al. 2004).	The results of the validation of the Business Process Agility construct suggest, at least for spanning processes such as order fulfillment and purchasing, that responsiveness, reconfigurability, employee adaptability, and a process centric view are important components of Business Process Agility.Theoretically, agile manufacturing evolved from flexible manufacturing, it is unclear at this time if and how flexibility can be differentiated from reconfigurability. Perhaps better measures for flexibility need to be developed and tested to further understand how these two theoretical concepts are differentiated. IT enables Business Process Agility. For the data collected, the two theoretical models showed relatively good fit with the data; however, further examination and tests revealed that the data in this study had a high probability of fitting the true model which was deemed as model 1: IT as an enabler to agility. Business Process Agility is positively associated with both efficiency and quality Process Outcomes. A smaller subset of the sample was used to further test the effect on the true model, if any; relative financial process outcomes would have on the goodness of fit of the theoretical model. This additional analysis provides additional support that IT enables agility; however, additional research is needed on determining adequate relative financial process outcomes.
2	Influence of ERP systems on business process Agility	Ravi Seethamraju, Diatha Krishna Sundar, The university of Sydney Business school, Sydney Australia , Indian Instit	Conceptual	Enterprise system environmnet affects on agility .Features of cricitical business capability .Relatioonship between agility and It . Process agility affect on orgnaisational outcomes. Post - Rep Implementation effect on agility .	According to this study contributes to improvement in the speed of execution and enhances the ability to reconfigure process components . Integration across hierarchel level in the case orgnanisation has resulted in improved visibilty centralization of control and improved decision making which indirectly contributed to process agility .
3	IT Capability and organizational performance: The role of business agility and environmental factors	Chen, Yang1 Wang, Yi2 Nevo, Saggi3 Jin, Jiafei1 Wang, Luning4 Chow, Wing S5	Impirical	Is to fill this gap by investigating the mediating role of business process agility and the moderating roles of environmental factors. On the basis of matched survey data obtained from 214 IT and business executives from manufacturing firms in China, our analyses show that even though firm-wide IT capability presents the characteristics of rarity, appropriability, non-reproducibility, and non-substitutability, its impact on organizational performance is fully mediated by business process agility.	Result show that the impact of the environment is multifaceted and nuanced. In particular, environmental hostility weakens the effect of IT capability on business process agility, while environmental complexity strengthens it
4	Understanding the Link Between Information Technology Capabiltiy and Orgnizational Agility : An Empircal Examination	Ying Lu School of Business, Pfeiffer University, Misenheimer, NC 28109 U.S.A. {[email protected]} K. (Ram) Ramamurthy Sheldon B. Lubar School of Business, University of Wisconsin–Milwaukee, Milwaukee, WI 54302 U.S.A. {[email protected]}	Empirical		results show that relative advantage, compatibility, complexity, top management support, organization fit, financial commitment and competitive pressure are the significant factors in affecting ERP assimilation. Our findings also show that the assimilation of ERP improves firm performance significantly, and the strength of the antecedents of ERP assimilation and ERP value differ between state-owned and non-state-owned firms.This research contribute stotheITassimilationandvalue studies by focusing on the much neglected ERP assimilation stage and extending the existing studies on IT innovation, and measuring the ERP value from the financial and non-financial perspectives.
6	Analyzing orgnisational project alternatives for agile manufacuturing process : An Analytical network approach	L. M. Meade and j Sarkis , jan 20 1999		ERP

ERP_Assimilation

S.N	RelatedStudyTopic	RelatedStudyAuthor	Type of Study	Concept	Result
1	A STUDY ON ERP ASSIMILATION AND BENEFIT REALISATION BASED ON DIFFUSION OF INNOVATION THEORY	Rajesri Govindaraju and Rizka Aisha Rahmi Hariadi Industrial Engineering Department, Bandung Institute of Technology Jl. Ganesha No. 10, Bandung, Indonesia	Empirical	study aims at examining the influence of organizational factors on the ERP benefit realization, mediated by ERP assimilation	The authors of this study examined whether ERP assimilation plays a role in organizations not fully realizing the benefits of ERP implementation. Based on DOI and related theory research, they examined 6 factors including: outcome orientation, complexity, formalization, interpersonal harmony, centralization, and communication process The study determined that outcome orientation and communication process influence the assimilation process significantly. Their conclusion is that further research should concentrate on how these two factors could be positively influenced to bring about greater ERP assimilation within the organization so that more benefits could be realized. They suggest that characteristics of organizational leaders and institutional mechanisms could be examined to see if these play a role in improved communication and uptake in outcome orientation.
2	Absorptive capacity and ERP assimilation: the influence of company ownership	Madhavi Latha Nandi T.A. Pai Management Institute, Manipal, India, and Jacob Vakkayil IESEG School of Management, Lille, France	Conceptual	This study uses two different perspectives of an organization’s absorptive capacity namely the asset perspective and the capability perspective to examine its impact on ERP assimilation. While prior IT knowledge represents the asset perspective, organization’s combinative capabilities – formalization, cross-functional interfaces, and connectedness represent the capability perspective of absorptive capacity.	The study examines 2 perspectives that may influence ERP assimilation: the asset perspective and the capability perspective. Prior IT knowledge was deemed to represent the asset perspective and formalization, cross functional interfaces and connectedness represent the capability perspective. Further, the authors examined two types of organizations, private and state owned to determine if this factored into a differing benefit or negative impact within these two perspectives. The results show a positive relationship between connectedness and cross-functional interfaces in ERP assimilation. Surprising to the authors was that prior IT knowledge had no effect or even acted as a barrier in assimilation. The impact of ownership revealed that within this study, private companies were more prone to the negative impact of previous IT knowledge than state run organizations. The authors suggest that an organizational culture of continued learning and knowledge sharing is optimal for ERP assimilation. It is necessary for ERP designers to understand the different dynamics between private and state owned companies.
3	Supply chain collaboration for ERP implementation An inter-organizational knowledge-sharing perspective	Yulong Li School of Management, Simmons College, Boston, Massachusetts, USA Feng Wu and Wei Zong School of Management, Xi’an Jiaotong University, Xi’an, China, and Bo Li College of Business and Economics, California State University Los Angeles, Los Angeles, California, USA	The purpose of this paper is to develop and empirically test a conceptual framework to analyze how inter-organizational knowledge sharing facilitates enterprise resource planning (ERP) implementation.	The results of the study indicated that organizational preparedness (in terms of internal culture, organizational structure, availability of resources, and technological capabilities), positive benefits and costs perception,andexternalinfluences(intermsofenvironmental uncertainty,competitivepressure,andpartner readiness) would facilitate inter-organizational knowledge sharing, which in turn, would enhance ERP implementation effectiveness.	ERP within Chinese companies has met with limited success. The study examines how organizational information structures impacts the assimilation of successful ERP programs by analyzing how supply chain partners collaborate to share knowledge and how that might effect effective ERP implementation. The authors examined organizational preparedness, perceived benefits and costs, and external influences as factors that may positively influence inter-organization knowledge sharing and thereby influence the effectiveness of implementation. The authors found strong evidence to support inter-organizational knowledge sharing as a means to effective ERP implementation. They also note that organizations should prepare themselves by establishing knowledge sharing networks and infrastructure, that it is critical to prepare staff to buy into the process of knowledge sharing, and establish a culture that values continuous improvement and knowledge sharing.
4	Antecedents of ERP assimilation and its impact on ERP value: ATOE-based model and empirical test	Wenjuan Xu1 & Peiyu Ou2 & Weiguo Fan3	Empirical	these findings provide insights into how
5	AN EMPIRICAL ANALYSIS OF ERP ADOPTION BY OIL AND GAS FIRMS	JORGE ROMERO, B.S., M.S. DISSERTATION Presented to the Faculty of The University of Texas at Dallas			The dissertation examines the relative success of Oil and Gas companies that adopt ERP solutions, specifically SAP R/3, against the performance of those who do not. As indicators, the author chose 2 perspectives: financial perspective as represented by operational cost savings (asset utilization) and strategic perspective as represented as by return on sales (customer added value). The author tested the hypothesis in pre-implementation, implementation and post-implementation periods. The findings show that Gas and Oil companies adopting ERP solutions outperformed other non-adoptees in both the operational cost savings and return on sales. Profitability, productivity, and capacity utilization were all positively influenced in adopting companies during the installation and post-installation periods. Cost recovery and product mix ratio did not show significant improvement. The author concludes the ERP increases strategic profitability through productivity and capacity utilization for the Gas and Oil industries.
6	Influence of ERP systems on business process agility	Ravi Seethamraju a, Diatha Krishna Sundar			Using 6 companies to conduct field studies, the authors analyzed 3 areas; integration, process optimization and best practices, to examine if agility has positive impacts, ERP post implementation. Integration of information and processes has a positive impact on decision making and increased the speed of process execution. Process optimization benefits from the standardization of automated systems, but not all processes may benefit by this. Some routine tasks may not need integration to the same degree. Those that are customer facing are greatly benefited by integration. Also, standardization may lead to rigid and inflexible systems. A key benefit in best practices of ERP is to provide increased visibility of information across functional boundaries and hierarchies. In concluding the authors point to integration as increasing agility in speed of execution, decision making, centralized control and information visibility. Integration within vertical and horizontal structures, standardization of processes and information have positive effects on process agility
8	Impact of top management leadership styles on Erp Assimilation and the role of Organizational learning	Shao, Zhen1 [email protected],Nov2017, Vol. 54 Issue 7, p902-919. 18p Feng, Yuqiang1 [email protected] Hu, Qing2 [email protected]	Conceptual	We developed a theoretical model of how leadership style and organizational learning culture impact ERP assimilation and tested this model with data collected from organizations that have used ERP systems for at least 1 year.	These results offer new perspectives on ERP assimilation theory and provide guidance for top management to exercise specific leadership behavior to achieve ERP assimilation and long-term ERP success.
9	IT capability and organizational performance: the roles of business process agility and environmental factors	Yang Chen1,Yi Wang2, Saggi Nevo3, Jiafei Jin1, Luning Wang4 and Wing S. Chow5			Business executives cite agility as the key factor in succeeding in today’s rapidly changing world. This study examines IT and its role in business process agility and how that is mediated by environmental factors. Although much research has shown how IT can play a crucial role in improving a company’s ability to navigate change and increase flexibility and agility, environmental factors of hostility, dynamism and complexity are examined to determine their influence. Environmental hostility includes radical change to the industry caused by political, economic or societal change. Environmental change refers to rapid change and unpredictability from without, such as technological change, obsolescence, customer demand. Environmental complexity refers to the range of the company’s scope and operational complexity. The authors found a negative effect with environmental hostility on IT capability and agility but also found that IT capability leads to greater process agility in more complex environments. By understanding environmental factors effecting their business, executives can make better decisions in optimizing process agility via IT capacity.

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RelatedStudyTopic

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A STUDY ON ERP ASSIMILATION AND BENEFIT

REALISATION BASED ON DIFFUSION OF INNOVATION

THEORY

2

Absorptive capacity and ERP assimilation: the

influence of company ownership