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ACCOMPLISHMENT OF DUAL FOCUS IN EXPLORATION AND EXPLOITATION: THE INFLUENTIAL ROLE OF THE CUSTOMER RELATIONSHIP MANAGEMENT (CRM) PROCESS
Title
ACCOMPLISHMENT OF DUAL FOCUS IN EXPLORATION AND EXPLOITATION: THE INFLUENTIAL ROLE OF THE CUSTOMER RELATIONSHIP MANAGEMENT (CRM) PROCESS.
Creator
Tinoco, Janet, Ganesh, Jai, University of Central Florida
Abstract / Description
Organizations that can successfully develop both radical and incremental innovations positively impact sustained competitive advantage, dramatically improving their chances of survival and success in both dynamic and stable environments (Han et al. 2001; Tushman and O'Reilly 1996). Experimentation and radical innovation are mandatory knowledge assets for competitive play in emerging markets, but efficiency and incremental innovation are essential for mature markets (He and Wong 2004;...
Show moreOrganizations that can successfully develop both radical and incremental innovations positively impact sustained competitive advantage, dramatically improving their chances of survival and success in both dynamic and stable environments (Han et al. 2001; Tushman and O'Reilly 1996). Experimentation and radical innovation are mandatory knowledge assets for competitive play in emerging markets, but efficiency and incremental innovation are essential for mature markets (He and Wong 2004; Tushman and O'Reilly 1996). The attainment of dual focus between radical and incremental innovation is challenging and calls for organizational architectures of sometimes conflicting processes, structure, and culture (cf, Tushman and O'Reilly 1996; Wind and Mahajan 1997). While prior research has investigated the structural and cultural determinants (Duncan 1976; Gibson and Birkenshaw 2004), there is a significant lack of research addressing the third major element of business processes. Without winning business processes in place that influence both exploration and exploitation, a successful portfolio mix of radical and incremental product innovations that maximize customer value and benefits will not be fully realized, and firm performance will suffer. Through core business processes, marketing's role and influence is significant in increasing customer value creation in the resulting product innovations. By mapping the "inside-out" and "outside-in" processes of a market-driven organization (Day 1994) into the Srivastava et al. (1999) core business process framework, this dissertation develops and tests a model of business process influence on dual focus in innovation strategies in the context of the high technology manufacturing environment. Each of these processes is critical in generating maximum customer value and is an explicit input into strategic choices and decisions (Srivastava et al. 1999). Specifically, it is argued and proposed that the Product Development Management (PDM) process, comprised of the processes of market experimentation, technology monitoring, and technology competence, predominantly influences exploration while the Supply Chain Management (SCM) process, comprised of the processes of channel bonding and quality process management, predominantly influences exploitation. The Customer Relationship Management (CRM) process, encompassing the processes of lead user collaboration, competitor benchmarking, and current customer knowledge process, acts as a moderator to add dual focus to these extremes by interacting with PDM processes to enhance exploitation and with SCM processes to enhance exploration. Furthermore, it is proposed that firms successfully achieving a dual focus have greater firm performance than firms entrenched in either extreme. Hypotheses were tested with data collected from a nationwide sample of high technology manufacturers. The results largely supported the main effect hypotheses of the PDM processes and SCM processes on exploration and exploitation. Additionally, the hypothesis of a positive interaction between exploration and exploitation on firm performance was also supported, however no visible support was garnered for the moderating impacts of CRM processes on PDM and SCM processes as hypothesized. Post hoc analyses were performed, bringing additional insight into dual focus based on the successful implementation of opposing businesses processes. Specifically, dual focus firms were shown to have multiple processes in place that impact both types of innovation strategies and that these firms implement these processes to a greater extent than those firms operating in the more extreme positions. Academic and managerial implications are discussed, as well as study limitations and exciting future research directions.
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Date Issued
2007
Identifier
CFE0001573, ucf:47114
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0001573
A New Paradigm Integrating Business Process Modeling and Use Case Modeling
Title
A New Paradigm Integrating Business Process Modeling and Use Case Modeling.
Creator
Brown, Barclay, Karwowski, Waldemar, Thompson, William, Lee, Gene, O'Neal, Thomas, University of Central Florida
Abstract / Description
The goal of this research is to develop a new paradigm integrating the practices of business process modeling and use case modeling. These two modeling approaches describe the behavior of organizations and systems, and their interactions, but rest on different paradigms and serve different needs. The base of knowledge and information required for each approach is largely common, however, so an integrated approach has advantages in efficiency, consistency and completeness of the overall...
Show moreThe goal of this research is to develop a new paradigm integrating the practices of business process modeling and use case modeling. These two modeling approaches describe the behavior of organizations and systems, and their interactions, but rest on different paradigms and serve different needs. The base of knowledge and information required for each approach is largely common, however, so an integrated approach has advantages in efficiency, consistency and completeness of the overall behavioral model. Both modeling methods are familiar and widely used. Business process modeling is often employed as a precursor to the development of a system to be used in a business organization. Business process modeling teams and stakeholders may spend months or years developing detailed business process models, expecting that these models will provide a useful base of information for system designers. Unfortunately, as the business process model is analyzed by the system designers, it is found that information needed to specify the functionality of the system does not exist in the business process model. System designers may then employ use case modeling to specify the needed system functionality, again spending significant time with stakeholders to gather the needed input. Stakeholders find this two-pass process redundant and wasteful of time and money since the input they provide to both modeling teams is largely identical, with each team capturing only the aspects relevant to their form of modeling. Developing a new paradigm and modeling approach that achieves the objectives of both business process modeling and use case modeling in an integrated form, in one analysis pass, results in time savings, increased accuracy and improved communication among all participants in the systems development process.Analysis of several case studies will show that inefficiency, wasted time and overuse of stakeholder resource time results from the separate application of business process modeling and use case modeling. A review of existing literature on the subject shows that while the problem of modeling both business process and use case information in a coordinated fashion has been recognized before, there are few if any approaches that have been proposed to reconcile and integrate the two methods. Based on both literature review and good modeling practices, a list of goals for the new paradigm and modeling approach forms the basis for the paradigm to be created.A grounded theory study is then conducted to analyze existing modeling approaches for both business processes and use cases and to provide an underlying theory on which to base the new paradigm. The two main innovations developed for the new paradigm are the usage process and the timebox. Usage processes allow system usages (use cases) to be identified as the business process model is developed, and the two to be shown in a combined process flow. Timeboxes allow processes to be positioned in time-relation to each other without the need to combine processes into higher level processes using causal relations that may not exist. The combination of usage processes and timeboxes allows any level of complex behavior to be modeled in one pass, without the redundancy and waste of separate business process and use case modeling work.Several pilot projects are conducted to test the new modeling paradigm in differing modeling situations with participants and subject matter experts asked to compare the traditional models with the new paradigm formulations.
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Date Issued
2015
Identifier
CFE0005583, ucf:50270
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0005583