The Discovery of Agile Service Networks through the Use of Social Network Analysis

Carroll, Noël; Whelan, Eoin; Richardson, Ita

doi:10.1109/icss.2010.85

Cited by 6 publications

(4 citation statements)

References 25 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Although they do not directly consider agile BPM, they contribute to the agile components of flexibility and leanness. For instance, through various use cases such as agile service networks (Carroll et al , 2010), BPM and service-oriented-architecture integration (Perin de Souza and Rabelo, 2010), inverse workflows (Sauer et al , 2011), agile business process development through knowledge transformation (Bider and Jalali, 2016) and other studies such as Marjanovic (2009), Holzmüller-Laue and Göde (2011), Mevius et al (2013), Rialti et al (2018) and Gong and Janssen (2012), who refer to BPM and agile/agility in their work.…”

Section: Agility In Bpm: a Review Of The Literaturementioning

confidence: 99%

Agile business process management

Badakhshan

Conboy

Grisold

et al. 2019

BPMJ

View full text Add to dashboard Cite

Purpose Business Process Management (BPM) is key for successful organisational management. However, BPM techniques are often criticized for their inability to deal with continuous and significant change and uncertainty. Following recent calls to make BPM more agile and flexible towards change, this study presents the results of a systematic literature review (SLR) of agile concepts in BPM. Analysing and synthesising previous works and drawing on agility research in the field of IS, this paper introduces a framework for agile BPM. Integrating different components that define agility in the context of BPM, this framework offers a number of important implications. On the theoretical side, the authors argue that the concept of agile BPM departs in some important ways from traditional BPM research. This, in turn, points to various opportunities for future research. On the practical side, the authors suggest that emerging technologies, such as process mining, embody important features that help organisations to be more responsive to change. The paper aims to discuss these issues. Design/methodology/approach To assess the state of the art of agility in the BPM research, the authors conducted an SLR. More specifically, the authors drew on the approach of vom Brocke et al. (2009, 2015), which consists of five steps: defining the scope of the review; conceptualising the topic; searching for literature; analysing and synthesising literature; and developing a research agenda. Findings This study presents the results of a systematic review of agile concepts in BPM. This study then proposes a resulting research framework that can be used to strengthen the concept of agile BPM and provides an agenda for research in this rapidly growing and increasingly necessary area of BPM. Originality/value In this paper, the authors establish a shared understanding of agile BPM and develop an agile BPM framework that represents the current state as well as implications for research and practice in agile BPM.

show abstract

Section: Agility In Bpm: a Review Of The Literaturementioning

confidence: 99%

Agile business process management

Badakhshan

Conboy

Grisold

et al. 2019

BPMJ

View full text Add to dashboard Cite

show abstract

“…Focusing on the organizational integrations in SNs, social network analysis (SNA) has also been adopted as a proper method visualizing SNs (Carroll, Whelan, & Richardson, 2010), with emphasis on the social relations among the organizations in SNs. The key elements under the consideration with SNA lens include the structural properties of the network social relations, and the descriptions of those properties.…”

Section: Technical Servicementioning

confidence: 99%

Towards Smart Service Networks

Yan

Taher

Heuvel

2015

International Journal of Information Systems in the Service Sector

View full text Add to dashboard Cite

Service Networks (SNs) are open systems accommodating the co-production of new knowledge and services through organic peer-to-peer interactions. Key to broad success of SNs in practice is their ability to foster and ensure a high performance. By performance we mean the joint effort of tremendous interdisciplinary collaboration, cooperation and coordination among the network participants. However, due to the heterogeneous background of such participants (i.e., business, technical, etc.), operational gaps are likely to appear in the end-to-end service provisioning process. Especially when there are performance anomalies, the SNs lack of traceability to find out the root cause, due to the confusions in the multi-disciplinary communication of SNs participants. To deal with such a problem, we propose a novel method of diagnosing SNs performance on the basis of a systems thinking mindset. By using our diagnostics, the SNs essence and performance are identified and modeled in both static and dynamic manners. The SNs performance can be tuned and optimized with improved traceability to the involved service operations.

show abstract

“…This suggests that we need a more systematic, analytical, and overarching approach to examine service co-production operations to generate knowledge regarding the overlap between the social, business, and technology factors within a service environment (i.e., bridging service management and service computing). As services become more "open," collaborative, flexible, agile, and adaptive, there are greater pressures on business to reconfigure and meet change through strategic realignments (Carroll et al, 2010). In doing so, managers should develop an understanding as to how this impacts the 'value' of the service system.…”

Section: The Emergence Of Service Sciencementioning

confidence: 99%

Service Science

Carroll

Richardson

Whelan

2012

International Journal of Actor-Network Theory and Technological Innovation

View full text Add to dashboard Cite

Service comprise of socio-technical (human and technological) factors which exchange various resources and competencies. Service networks are used to transfer resources and competencies, yet they remain an underexplored and ‘invisible’ infrastructure. Service networks become increasingly complex when technology is implemented to execute specific service processes. This ultimately adds to the complexity of a service environment, making it one of the most difficult environments to examine and manage. In addition, although the emerging paradigm of ‘Service Science’ calls for more theoretical focus on understanding complex service systems, few efforts have surfaced which apply a new theoretical lens on understanding the underlying trajectories of socio-technical dynamics within a service system. This paper presents a literature review on Actor-Network Theory (ANT) and discusses how it may be employed to examine the socio-technical nature of service networks. ANT offers a rich vocabulary to describe the interplay of socio-technical dynamics which influence the service system reconfiguration. Thus, this paper offers a discussion on how ANT may be employed to examine the complexity of service systems and service innovation.

show abstract

The Discovery of Agile Service Networks through the Use of Social Network Analysis

Cited by 6 publications

References 25 publications

Agile business process management

Agile business process management

Towards Smart Service Networks

Service Science

Contact Info

Product

Resources

About