یک مدل تجربی به دست آمده از نقش شبکه های IS در ابتکارات بهبود فرآیند کسب و کار
|کد مقاله||سال انتشار||تعداد صفحات مقاله انگلیسی||ترجمه فارسی|
|16738||2001||20 صفحه PDF||سفارش دهید|
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Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Omega, Volume 29, Issue 1, February 2001, Pages 29–48
During the past two decades both business managers and academic researchers have shown considerable interest in information system (IS) networks and their effect on business processes and performance. The present study builds on this interest to examine the nature of IS networks and business process improvement initiatives (BPII) and delineate the process by which IS networks influence BPII. Conceptually, both of these variables are considered multidimensional constructs, with IS networks comprising connectivity and flexibility dimensions and BPII involving process improvement initiatives and customer focus dimensions. We develop a model that elaborates on the interrelationships among these variables along with two key contextual antecedents (management support and information intensity) and pose a series of hypotheses. We then present the results of an empirical test of the model that involved structural equation modeling using data collected via a national mail survey from executives from ‘Fortune 500’ divisions. Overall, the results of the study found mixed support for our hypotheses. While network connectivity and network flexibility were found to be significantly related to process improvement initiatives, network flexibility did not have any significant effect on customer focus. The results of the study also indicate that top management support is significantly related to both IS network dimensions, which fully mediate top management support’s influence on both BPII dimensions. Information intensity was also found to be significantly related to BPII and partially mediated by network flexibility with regard to process improvement initiatives. Implications of this study and directions for future research are also discussed.
For the last two decades both practitioners and academicians have shown considerable interest in information system (IS) networks and their effect on business processes and performance. The development of extensive communication networks and the increasing inter-connectivity arising from the adoption of standards and integrated services digital networks (ISDN) have affected businesses in many fundamental ways . The use of IS networks to access and share relevant information from databases has been an instrumental means to eliminate duplicate activities, prevent errors, reduce cycle times in procurement and product development, improve customer service, and heighten customers’ expectations of products and services. IS networks support businesses not merely by automating their activities, but also by reshaping and improving their business processes ,  and . The coordination performed by IS networks enables more views to be shared, employee awareness to be broadened, and customer expectations to be tracked and met. Shared databases and communication systems are common enablers firms use to improve customer services. An example of both of these aspects is found with Xerox’s Customer Satisfaction Measurement System (CSMS), which is a large and easily accessible shared database integrated with advanced communication systems that handles all of its customers’ calls and automatically routes them to company personnel nearest to the customers’ locations . The ability to use real-time information is also critical in defect prevention, output counting, and performance optimization . By providing real-time information about critical tasks, IS networks enable managers to monitor crucial information and disseminate it to interested parties who may be widely dispersed geographically. Despite the general understanding of the many useful roles of IS networks in improving business processes, empirical studies examining such types of relationships are relatively scarce and, in fact, often report contradictory results . As a result, many organizations still find themselves poised to make huge investments in IS, yet remain unsure of what all the benefits from such investments will be. This is especially true with respect to the expected impact on business productivity. By examining the relationship between IS networks and business process improvement initiatives (BPII), the present study contributes to the body of knowledge in the IS field by identifying and conceptualizing key variables associated with IS networks and BPII, developing a model that explicates the inter-relationships between these variables, and providing the results of an empirical test of the model. Thus, this study investigates the process by which IS influences BPII. We begin by developing our conceptual model in the next section. We first describe key IS and BPII constructs along with two key contextual antecedents, elaborate on the interrelationships among these variables, and pose a series of testable propositions. Next, we discuss methodological issues related to developing and validating the measures of our constructs and data collection procedures. Thereafter, we present and discuss the results of our substantive tests that involved alternative structural equation models. We conclude by considering the limitations of our study and provide recommendations for broadening the scope of future research of IS networks and BPII.