Information technology role in supply chain's strategic agility

Mavengere, Nicholas B.

doi:10.1504/ijasm.2013.052209

Cited by 38 publications

(41 citation statements)

References 28 publications

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“…In addition, a firm which possesses these capabilities can protect itself from immediate competitive imitation. Recently, Mavengere, Mäkipää, and Ruohonen (2013) conceptually argued that information systems play a vital role in enhancing the required strategic agility dimensions in different parts of the supply chain.…”

Section: Supply Chain Agility and Market Performancementioning

confidence: 99%

The Effect of IT Integration on Supply Chain Agility Towards Market Performance (A Proposed Study)

2017

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Aim/PurposeAn important objective of any firm is escalation of its performance and the achievement of competitive advantages. Supply chain agility plays a prominent role to enhance the level of firm's performance. Moreover, information technology (IT) plays a foundational role in supply chain management practices. Hence, this study proposes the relationship between IT integration as the competency of IT and firm's market performance both directly and through mediating role of supply chain agility. Background Many studies have been done to date on the impact of supply chain agility on overall firm's performance. However, the effect of an agile supply chain on firm's market performance per se needs to be studied. Furthermore, there is a gap in the literature about the effect of IT competency such as IT integration on firm's market performance both directly and through mediating role of supply chain agility. Recommendation for ResearchersThe first direction this study gives to researchers is to consider the different factors which have significant effect on the agility of supply chain, particularly the IT related ones. The second direction is about the study on the effect of IT competencies and supply chain agility on each category of firm's performance separately instead of considering it as a one construct. Impact on Society Although this is a conceptual study, it can highlight the importance of IT competency not only in our daily life, but also in our businesses and industries. Future ResearchThis study only proposes some relationships based on theory and literature. Future researchers can test these proposed relationships in different contexts and IT Integration and Supply Chain Agility on Market Performance (A Proposed Study) 100 compare the results. Furthermore, this study proposes the relationships for large manufacturing sector in developing countries. The model could be tested for SMEs as well. In addition, the proposed theoretical model in this study might be tested in both developing as well as developed countries to compare the results which will be contributed to the body of knowledge.

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Section: Supply Chain Agility and Market Performancementioning

confidence: 99%

The Effect of IT Integration on Supply Chain Agility Towards Market Performance (A Proposed Study)

2017

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“…Strategic foresight (SF) is one of the dimensions of strategic sensitivity (Mavengere, 2013), serves as part of the antecedents of strategic agility, identifying, observing and interpreting factors that induce change, determining possible organization-specific implications and triggering appropriate organizational responses (Rohrbeck, Thom & Arnold, 2015). It encompasses the appreciation, learning and anticipation of unveiling environmental trends (Inkinen & Kaivo-oja, 2009) and focuses on the short-term and long term that are termed track changes and pattern recognition respectively (Mavengere, 2013).…”

Section: Conceptual Review Of Strategic Foresight and Strategic Agilimentioning

confidence: 99%

“…Strategic insight (SI) is the second subconstruct of strategic sensitivity (SS) construct of SA (Mavengere, 2013). It is the tendency of an organization to focus on the present by drawing knowledge from complex strategic situations as they emerge and analyzing them for the organization to benefit from the situations as they unfold (Doz & Kosonen, 2008).…”

Section: D) Strategic Insightmentioning

confidence: 99%

“…g) Human Resource Capability Alhadid (2016) defined HRC as consistent with people's capability and flexibility to have crucial roles in an agile organization which faces a permanent change in the circumstances. Human resources capability is a measure of the ability and competence of the workforce to effectively and efficiently do their duties (Mavengere, 2013). Gary, Wood and Pillinger (2012) and Kafi (2014) claimed that HRC is a group of practices and policies that are needed to implement various activities.…”

Section: F) External Response Orientationmentioning

confidence: 99%

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Strategic Agility: Achieving Superior Organizational Performance through Strategic Foresight

Arokodare¹,

Asikhia²

2020

GJMBR

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Firms globally encounter challenges of maintaining business superior performance over a long period. Most business organizations managers in today’s modern age, find it difficult to constantly achieve targeted business performance due to poor strategic insight and agility to manage uncertainty business environment and globalization in the 21st century. The majority of firms in the 21st century have recorded a fast decline in financial and non- financial performance resulting from a poor understanding of strategic agility dimensions to tackle global business trends and environmental turbulence. Theoretically, the study was conducted to investigate the link between strategic agility and firm performance through strategic foresight as part of antecedent of strategic foresight. The Dynamic Capability and Entrepreneurship Innovation theories were the underpinning theories for the study. Thus a conceptual model was developed to depict the interaction between strategic agility and firm performance through strategic foresight. Majority of past literature shown that strategic agility and strategic foresight have significantly enhanced firm superior performance.

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“…From the software development perspective, and especially from the agile and lean software organisational perspective, Mavengere [38] clarifies that supply chain participants should have their own strategic plans which should be related to the whole supply chain's plan, but he does not go into detail about how these plans are created (i.e., the planning process in detail). On the other hand, Koenigsaecker [39] presents a lean strategic organisational process in which strategic planning is typically done once per year and is a learning experience in and of itself.…”

Section: Business Management Views On Strategy and Strategic Planningmentioning

confidence: 99%

The CRUSOE Framework: A Holistic Approach to Analysing Prerequisites for Continuous Software Engineering

Karvonen

Suomalainen

Juntunen

et al. 2016

Product-Focused Software Process Improvement

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Abstract. Continuous software engineering (CSE) is used for customer experiments and repetitive integrated processes within and between business planning and software development. First, this paper defines a new framework, called CRUSOE, for analysing CSE prerequisites. The framework allows for a more precise analysis of the interrelations and estimation of the changes that are prerequisites for moving from traditional product development to CSE. CRUSOE addresses prerequisites associated with and interdependencies among (1) the strategy, (2) architecture and (3) organisation. Second, this paper describes a case study conducted as part of a smartphone platform project to investigate the CSE prerequisites for product-focused software development. The results are synthesised together with recent related studies using the CRUSOE framework. The findings confirm challenges in moving towards CSE in embedded system development. Moreover, context-specific prerequisites should be considered, while it is still unclear as to how CSE can be systematically applied to the non-website development context. Keywords:Continuous software engineering, strategy, architecture, organising, BizDev, software ecosystem IntroductionEmbedded and product-intensive software development project teams are becoming increasingly interested in applying practices and tools for continuous software engineering (CSE) [1]; e.g., the Lean Startup method [2], DevOps [3], continuous delivery (CD) [4] and continuous experimentation [5]. Although many of these practices are widely acknowledged in the field of website development [6,7], there are only a few frameworks that describe how CSE can be applied in product-focused embedded system development (e.g. smartphones, cars etc.). Moreover, there is still very little empirical evidence of the actual usage of these practices in this context. The existing studies have mostly indicated severe challenges in adopting these practices in business-tobusiness (B2B) and embedded system development [8,9,10,11] contexts. In addition, CD and continuous experimentation still seem to mostly be used for small-scale website development projects [6], [8], [12]. Fagerholm et al. [5] have recently investigated continuous experimentation in university software laboratory projects with two case companies and have introduced a model for explaining how the continuous experimentation can be organised. However, more empirical studies are needed to increase our understanding of how these practices could be implemented in different software development contexts. Consequently, in this paper, our goal is to clarify the key prerequisites for applying CSE in product-focused software development.The sustainable success of a company can be linked to its capabilities in terms of bringing new innovations to market. In today's competitive and turbulent business environment, time to market has also become very important. Consequently, business stakeholders have identified rapid fielding and continuous experimentation as important elements of th...

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Information technology role in supply chain's strategic agility

Cited by 38 publications

References 28 publications

The Effect of IT Integration on Supply Chain Agility Towards Market Performance (A Proposed Study)

The Effect of IT Integration on Supply Chain Agility Towards Market Performance (A Proposed Study)

Strategic Agility: Achieving Superior Organizational Performance through Strategic Foresight

The CRUSOE Framework: A Holistic Approach to Analysing Prerequisites for Continuous Software Engineering

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