2 focus —how firms “manage” the development of internet products for the $140b it industry...
TRANSCRIPT
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Focus—How firms “manage” the development of Internet products for the $140B IT industry
Impact—What “management” approaches are linked to firm-level outcomes for Internet firms
Why—What factors are motivating the use of new management approaches such as “agile methods” Market turbulence Hyper-competition Technological peculiarities
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$4.2$4.9$0.9$3.7$4.2$3.8
$1.2
$10.4
$9.4
$1.1
$7.3
$4.5
$0.4$6.7 $4.3
$0.4$1.3
$2.6
$50.2
$9.9 $8.8Automotive
Banking
Pharmaceuticals
Chemicals
Construction
Consulting
Consumer Goods
Distribution
Electronics
Energy
Health Care
Travel
Technology
Insurance
Transportation
Manufacturing
Entertainment
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Links—Examine links between use of agile methods and firm-level outcomes
Relationships—Determine if principles of agile methods related to firm outcomes Better products Satisfied customers Profitability and marketshare
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Powerful new prototyping languages—HTML, Java, Visual Basic, Visual C++, XML, etc.
Easy-to-use technology—Enables any firm to create extremely successful Internet products
Rapid-fire trial-and-error—Enables firms to create an infinite number and variety of products
Accelerated innovation—Increases rate of innovation, market turbulence, and competition
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Early customer involvement—Customers participate in actual product development
Iterative releases—Rapid successions of early prototypes for customers to see and use
Flexibility—Process and product philosophy adaptable to rapidly changing market conditions
Self organizing teams—Small groups are empowered to effect organizational outcomes
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Technology acceptance—Customers believe Internet products are useful and beneficial
Web satisfaction—Customers are satisfied with how Internet products operate and perform
Online trust—Customers believe Internet products are dependable for conducting business
Firm performance—Greater short and long-term wealth creation (e.g., EVA, Tobin’s Q, etc.)
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Flexible processes—Pine (1992) compared principles of mass production and flexibility Principles—Identified 22 major principles of mass
customization or flexibility Turbulence—Tested an instrument for linking
turbulent market conditions to flexibility on 224 firms Self organizing teams—Herbst (1962) compared
principles of traditional and self organizing teams Productivity—Developed a framework to analyze
productivity of traditional vs. self organizing teams Performance—Determined self organizing teams
performed at least as good as traditional teams
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Technology acceptance—Davis (1986) adapted theory of reasoned action (TRA) for technology usage Beliefs—Ajzen and Fishbein (1975) determined beliefs
are a strong predictor of human behavior End user acceptance—Davis (1986) adapted TRA for
determining if customers will use new technology Web satisfaction—Torkzadeh and Dhillon (2002)
validated use of value focused thinking for the Internet Value focused thinking—Keeney (1999) used multi-
attribute analysis to identify customer objectives Survey research—Torkzadeh and Dhillon (2002)
surveyed over 600 users to validate Keeney’s findings
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Online trust—McKnight et al. (2002) adapted theory of reasoned action (TRA) for determining Internet trust Beliefs—Ajzen and Fishbein (1975) determined beliefs
are a strong predictor of human behavior Internet trust—McKnight et al. (2002) adapted TRA for
determining if customers trust use of the Internet Firm performance—Saeed et al. (2005) developed a
model linking Internet competence to firm performance Service profit chain—Heskett et al. (1994) linked
intangible measures to revenue growth and profitability Internet competence—Saeed et al. (2005) adapted
SPCs for measuring Internet competence and used EVA and Tobin’s Q for measuring profitability of Internet firms
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Dearth of scholarship—Few studies have attempted to build reliable and valid scholarly theoretical conceptual models of agile methods
Lack of scholarly outcomes—Few studies identify scholarly outcomes of using agile methods (e.g., theory of reasoned action, etc.)
Few measures—Few studies have measures of using agile methods to manage Internet product development by Fortune 500 firms
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Early customer involvement—Is the use of early customer involvement linked to firm-level outcomes among Internet firms?
Iterative releases—Is the use of iterative releases linked to firm-level outcomes among Internet firms?
Flexibility—Is the use of flexibility linked to firm-level outcomes among Internet firms?
Self organizing teams—Is the use of self organizing teams linked to firm-level outcomes among Internet firms?
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FirmSize
FirmPerformance
TechnologyAcceptance
FlexibleProcesses
IterativeReleases
WebSatisfaction
Early CustomerInvolvement
Self OrganizingTeams
OnlineTrust
AgileMethods
CustomerSatisfaction
H 2 (+)
H 3 (+)
FirmPerformance
H 4 (+)
H 1 (+)
H13 (+)
H14 (+)
H15 (+)
H16 (+)
H 5 (+)
H 6 (+)
H 8 (+)
H 9 (+)
H10 (+)
H 7 (+)
H11 (+)
H12 (+)
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Flexible manufacturing—Lean thinking (1970s) and linear optimization (1960s)
Autonomous work groups—Self directed teams vs. division of labor (1960s)
Theory of reasoned action—Link between belief, attitude, intention, and behavior (1970s)
Balanced scorecard—Link between intangible assets and firm performance (1990s)
Resource based view—Link between firm specific capabilities and performance (1980s)
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Principles—No discrete, definitive, or finite set of principles for agile methods
Argumentative—Relationships between agility and firm outcomes are debatable
Theory—Operationalization of a scholarly theoretical conceptual model is a challenge
Reliability and validity—Few scholarly measurement instruments from which to choose
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AgileMethods forDeveloping
InternetProducts
---(Highsmith,
2002)
IBM’sAS/400
DevelopmentApproach
---(Sulack,
et al, 1989)
Microsoft’sSynch andStabilizeApproach
---(Cusumano,et al, 1995)
Netscape’sInternet
TimeApproach
---(Cusumano,et al, 1998)
InternetIndustry’sAdaptiveApproach
---(MacCormack,
1998)
TechnologyAcceptance
---(Davis,1986)
WebSatisfaction
---(Torkzadeh,et al, 2002)
OnlineTrust
---(McK night,et al, 2002)
FirmPerformance
---(Saeed,
et al, 2005)
Theory ofReasoned
Action---
(Fishbein,et al, 1975)
ValueFocusedThinking
---(K eeney,
1999)
OrganizationalTrust
---(Mayer,
et al, 1995)
ServiceProfitChain
---(Heskett,
et al, 1994)
EarlyCustomer
Involvement---
(Von Hippel,1978)
IterativeReleases
---(Basili,
et al, 1975)
FlexibleProcesses
---(P ine,1992)
SelfOrganizing
Teams---
(Herbst,1962)
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