Sarra Mamoghli, Luc Cassivi and Sylvie Trudel
The purpose of this paper is to assist organizations in the assessment of both information technology (IT) and human factors required to support their business processes (BPs) by…
Abstract
Purpose
The purpose of this paper is to assist organizations in the assessment of both information technology (IT) and human factors required to support their business processes (BPs) by taking into account the interdependence and alignment of these factors, rather than considering them independently.
Design/methodology/approach
A design science research methodology was followed to build a maturity model (MM) enabling this assessment. The proposed design process is composed of four steps: problem identification, comparison of 19 existing MMs in business process management (BPM), iterative model development, and model evaluation. The last two steps were specifically based on three research methods: literature analysis, case studies, and expert panels.
Findings
This paper presents a MM that assigns a maturity level to an organization’s BPs in two assessment steps. The first step evaluates the level of sophistication and integration of the IT systems supporting each BP, while the second step assesses the alignment of human factors with the technological efforts.
Research limitations/implications
The research was conducted with SMEs, leading to results that may be specific to this type of organization.
Practical implications
Practitioners can use the proposed model throughout their journey toward process excellence. The application of this model leads to two main process improvement scenarios: upgrading the sophistication and integration of the software technologies in support of the processes, and improving the cohesion of the resources the organization already owns (human and IT resources).
Originality/value
The proposed MM constitutes a first step in the assessment of the interdependence between the factors influencing BPM.
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Keywords
To analyze how e‐collaboration tools affect different partners along the supply chain, and to categorize firms according to their level of collaboration planning within a supply…
Abstract
Purpose
To analyze how e‐collaboration tools affect different partners along the supply chain, and to categorize firms according to their level of collaboration planning within a supply chain environment.
Design/methodology/approach
First, a field study, which focuses on one large telecommunications equipment manufacturer and a few strategic first‐tier suppliers, provides the basis to fully understand the e‐collaboration methods and the various issues and concerns of the different members of the supply chain. It is followed by an electronic survey conducted with 53 firms worldwide acting in the same supply chain, which constitutes the second phase of the study.
Findings
Different roles may be attributed to collaboration tools such as facilitating access to information, which affects knowledge creation capabilities, and assisting in the design of flexible supply chains. Furthermore, three separate groups with different levels and types of collaboration planning were identified. These groups appropriately represent the telecommunications equipment supply chain, where firms are either deeply involved in supply chain collaboration or very minimally concerned by it.
Research limitations/implications
By focusing on the initial stage of CPFR, we might overlook some important links with the other two stages of CPFR. However, with a more focused approach, we were able to obtain detailed information on the collaborative planning stage. A second limitation is the selection of one specific supply chain, which makes the generalization to other supply chains difficult.
Practical implications
Understanding the role of CPFR in their supply chain and, more importantly, the role of collaboration planning in developing a network of partners.
Originality/value
This paper looks at how collaboration is planned, through CPFR actions, between members of a supply chain.
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Luc Cassivi, Élisabeth Lefebvre, Louis A. Lefebvre and Pierre‐ Majorique Léger
In this paper, we focus on the relative efficiency of different e‐collaboration tools and their impact on the performance of individual firms positioned along the supply chain. In…
Abstract
In this paper, we focus on the relative efficiency of different e‐collaboration tools and their impact on the performance of individual firms positioned along the supply chain. In exploratory study, the supply chain of one large telecommunications OEM was analyzed in two consecutive phases, namely a detailed case study and an electronic survey. This led to the examination of an entire supply chain from both upstream and downstream perspectives. Supply chain execution and supply chain planning e‐collaboration tools were identified and their relative efficiency was assessed. We attempt to map out the tools' potential to enhance the performance of, individual firms, in particular the link between e‐collaboration configurations and key performance dimensions.
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Pierre Hadaya, Luc Cassivi and Chahinaze Chalabi
The purpose of this paper is to identify the most important IT project management resources and capabilities, and rank them according to the extent to which they are valuable…
Abstract
Purpose
The purpose of this paper is to identify the most important IT project management resources and capabilities, and rank them according to the extent to which they are valuable, rare and inimitable.
Design/methodology/approach
Using a Delphi methodology, the data collection process was conducted with the collaboration of members of academia and professionals with expertise in IT project management.
Findings
The top ten most important resources/capabilities in IT project management were identified, the majority of which were capabilities; 80 per cent of the identified resources/capabilities were the same in the panel comprised of members of academia and the panel of professionals. Results showed that the two most valuable, rare and inimitable IT project management resources/capabilities were: the capability to understand and manage the needs, expectations, priorities and interests of project stakeholders; and the firm's capability to align IT projects to the strategy and business objectives of the organization.
Practical implications
This research guides managers in the development of key IT project management intangible resources/capabilities.
Originality/value
By simultaneously identifying a bundle of important IT project management resources/capabilities, evaluating the extent to which each resource/capability is valuable, rare and inimitable as well as displaying coherence between the results from the different steps of the Delphi method, the resources/capabilities identified in this study are likely to be those few that actually can influence the competitive advantage of the firm. Also, by demonstrating the less important role played by IT resources/capabilities, this study demonstrates that project management is a field of its own.
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Anne‐Marie Croteau, Pierre‐Majorique Léger and Luc Cassivi
This paper aims to investigate the alignment between the information‐processing needs and capabilities during interorganizational relationships through the lenses of both the…
Abstract
Purpose
This paper aims to investigate the alignment between the information‐processing needs and capabilities during interorganizational relationships through the lenses of both the product and the business relationships life cycle concepts, and the types of information exchanged.
Design/methodology/approach
This paper follows up on a previous empirical study conducted in the automotive sector, investigating the electronic collaboration within the supply chain of a large European Automotive Supplier (EAS). Out of the 61 respondents from this previous study, four illustrative cases are selected to further investigate their information alignment, where each case involves one specific relationship between EAS and its business partners based on the supply chain collaboration classification provided by the German Association of the Automotive Industry (VDA).
Findings
The conclusion is that the phenomenon is bimodal and requires that the different information‐processing needs and capabilities associated with each stage of both the product and the business relationships life cycles should be considered.
Research limitations/implications
The small number of illustrative cases and the specificity of the chosen sector limit the generalizability of the results. Without considering the various types of information‐processing needs and capabilities as well as the stage of both product and business relationships life cycles, a biased conclusion could lead to inappropriate information and communication technology investments and business decisions.
Originality/value
The richness of the cases and the genuine integration of the life cycle concepts and the type of information with the notion of alignment help to identify some key aspects of interorganizational relationships.
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Luc Cassivi, Pierre‐Majorique Léger and Pierre Hadaya
This paper presents an analysis of the impact of electronic commerce on firms in the telecommunications equipment industry.
Abstract
Purpose
This paper presents an analysis of the impact of electronic commerce on firms in the telecommunications equipment industry.
Design/methodology/approach
Using the OECD's value chain methodology, electronic commerce initiatives identified in the optical connectivity value chain were analyzed for each of the four layers of the chain, namely network operators, system integrators, assemblers and sub‐assemblers.
Findings
The findings from our case studies indicate that electronic commerce initiatives primarily influence process and relational innovations through supply chain collaboration. The real benefits of electronic commerce come from end‐to‐end visibility in the supply chain, and from the implementation of demand‐pull strategies for all levels of the optical connectivity equipment value chain.
Research limitations/implications
Future research should concentrate on the impact of various emerging electronic marketplaces in demand‐driven integrated supply chains.
Originality/value
Results reveal to managers how e‐commerce can strengthen business relationships in the supply chain and how it can trigger information visibility through collaborative electronic tools.
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Pierre‐Majorique Léger, Luc Cassivi, Pierre Hadaya and Olivier Caya
Building on the transaction cost theory and power structure literature, this paper aims to investigate the extent to which firms use two safeguarding mechanisms (supply chain…
Abstract
Purpose
Building on the transaction cost theory and power structure literature, this paper aims to investigate the extent to which firms use two safeguarding mechanisms (supply chain relational investments and electronic collaboration) in different network dependency contexts in order to protect their portfolios of business relationships.
Design/methodology/approach
Empirical evidence is gathered though a survey data conducted with 159 firms in the wireless communication sector. The paper tests the assumption that the two safeguarding mechanisms are used to a greater extent in interdependency‐intensive networks than in other supply chain contexts.
Findings
This empirical study suggests that: in a network‐dependent context, relational investments allow firms to safeguard their portfolios of relationships; electronic collaboration seems to be a safeguarding mechanism for firms in downstream‐dependent network contexts; in general, firms appear to use both relational investments and electronic collaboration to manage their relationships in a supply chain network; and the knowledge‐based theory may explain the strong relationship between upstream and downstream use of electronic collaboration.
Research limitations/implications
Overall, the present study complements the extant literature on supply chain management and inter‐firm electronic collaboration by showing how an important structural characteristic of supply chain networks (i.e. dependency) operates on the choice of using two key safeguarding mechanisms.
Practical implications
Results stress the importance of these safeguarding mechanisms in joint actions such as collaborative planning, forecasting and replenishment.
Originality/value
The paper addresses interdependencies from a network perspective which encompasses the firms' complete portfolio of relationships.
Details
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Céline Bérard, L. Martin Cloutier and Luc Cassivi
If the use of information technology (IT) supporting clinical trial projects offers opportunities to optimize the underlying information management process, the intricacy of the…
Abstract
Purpose
If the use of information technology (IT) supporting clinical trial projects offers opportunities to optimize the underlying information management process, the intricacy of the identification and evaluation of relevant IT options is generally seen as a complex task in healthcare. Hence, the purpose of this paper is to examine the problem of ex ante information system evaluation, and assess the impact of IT on the information management process underlying clinical trials.
Design/methodology/approach
Combining Unified Modeling Language (UML) and system dynamics modeling, a simulation model for evaluating IT was developed. This modeling effort relies on a case study conducted in a clinical research organization, which, at that time, faced an IT investment dilemma.
Findings
Some illustrative results of sensitivity analyzes conducted on error rates in clinical data transmission are presented. These simulation results allow for quantifying the impact of different IT options on human resources' efforts, time delays and costs of clinical trials projects. Notably, the results show that although the technology has no real influence on the duration of a clinical trial project, it impacts the number of projects that can be carried out simultaneously.
Originality/value
The research provides insights into the development of an innovative approach appropriate to the evaluation of IT supporting clinical trials, through the use of a mixed‐method based on qualitative and quantitative modeling. The results illustrate two critical issues addressed in the IS literature: the necessity to extend IT evaluation beyond the quantitative‐qualitative dichotomy; and the role of evaluation in organizational learning, and in learning about business dimensions.
Details
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Drawing on the operations and information systems literature as well as concepts tied to buyer‐seller relationships, the objective of this exploratory research is to measure the…
Abstract
Purpose
Drawing on the operations and information systems literature as well as concepts tied to buyer‐seller relationships, the objective of this exploratory research is to measure the influence of joint collaboration planning actions on the strength of relationships, interorganizational information systems (IOISs) use and firm flexibility. The path model proposed in this study also posits that joint collaboration planning actions and the strength of relationships positively affect IOISs use, which in turn positively affects firm flexibility.
Design/methodology/approach
Empirical evidence is gathered through an electronic survey conducted with 53 suppliers in a single supply network in the telecommunications equipment industry.
Findings
The present study demonstrates that joint collaboration planning actions positively and significantly impact the strength of relationships. The results also show that IOISs use mediates the impact of joint collaboration planning actions and of the strength of relationships on firm flexibility.
Practical implications
This study contributes to managers' understanding of the critical role played by joint collaboration planning actions between partners and IOISs in a demand‐driven supply chain.
Originality/value
This research is amongst the few that have examined the preparation or other activities that precede the actual collaboration between partners.
Details
Keywords
Nathalie Drouin and Claude Besner
The purpose of this paper is to introduce the papers comprising a special issue of the journal. The central theme of this special issue is “Projects and organisations: adding…
Abstract
Purpose
The purpose of this paper is to introduce the papers comprising a special issue of the journal. The central theme of this special issue is “Projects and organisations: adding rungs to the ladder of understanding project management and its relationship with the organisation”. It is dedicated to research that explores and proposes different avenues to contribute to the development of the field of project management from this perspective of projects and organisations.
Design/methodology/approach
The Guest Editors solicited academics and collaborators of the Project Management Research Chair at the École des sciences de la gestion, Université du Québec à Montréal (ESG UQAM). Following a call for papers, five were selected that underwent a double‐blind peer‐review process.
Findings
The five selected articles each provide unique perspectives and insights. Viewed as a set, their contributions view projects and organisations from three main perspectives: project management governance issues; management of innovative and IT projects; and processes, practices and tools. The set brings new empirical data, ideas and theoretical frameworks to bear that justify the extension of the current project management paradigm, and suggest that project management be viewed as a critical function of the organisation.
Practical implications
The set of papers encourages scholars to continue to examine organisational concerns related to project management with the goal of explaining and enhancing important relationships among organisational phenomena and the project management field.
Originality/value
By bringing this special issue together, the Editor played an important role in adding rungs to the ladder of understanding project management and its relationship with the organisation.