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This study aims to examine the effect of networking capability through market orientation and business process agility on the firm performance of medium and large telecommunication technology providers in Indonesia.

Research data was collected from the executive management of telecommunication technology providers in Indonesia via a questionnaire survey to obtain 150 valid questionnaires for analysis. This study analysed the overall model fit and hypotheses through confirmatory factor analysis and structural equation modelling.

The results reveal that networking capability has a positive and significant effect on market orientation. However, networking capability does not have a significant direct effect on business process agility. The results also indicate that market orientation does not have a significant direct effect on firm performance but through the mediating role of business process agility.

The findings provide a practical foundation for the organisation’s networking capability to be framed by market orientation and business process agility to enhance firm performance.

The results indicate that market orientation mediates the relationship between networking capability and business process agility. The findings also reveal that business process agility mediates the relationship between market orientation and firm performance. This study also reconceptualises market orientation to embody the inter-partner coordination dimension and reconceptualise business process agility to embody business partner switching capability.

This study examines the collaborative impact of networking capability and balanced agile project management (APM) on firm performance through the mediating role of market orientation and business process agility of medium and large telecommunication technology providers in Indonesia.

Research data were collected from the executive management of telecommunication technology providers in Indonesia via a questionnaire survey to obtain 150 valid questionnaires for analysis. This study analyzed the overall model fit and causal relationship using confirmatory factor analysis (CFA) and structural equation modeling (SEM).

The results indicate that market orientation fully mediates the link between networking capability-business process agility and balanced APM-business process agility. Furthermore, business process agility mediates the relationship between market orientation and firm performance.

This study is based on a cross-sectional nature and might fail to capture the dynamic of the studied variables over an extended period.

The study extends the knowledge that dynamic capabilities, represented by networking capability and balanced APM, must be framed by market orientation to create customer value and improve bargaining position. However, market orientation alone is not enough in a highly dynamic business environment. Organization also requires business process agility, responsiveness and adaptability to timely address customers' needs and requirements.

The purpose of this paper is to explore the ways in which various dimensions of supply chain performance (SCP) can be improved through increased levels of process orientation across different core operational processes. This study aims to provide simple guidelines which are practical for business managers.

A conceptual model was developed based on the literature review and it was tested using an empirical study. Various factor analysis techniques are used to construct different components of the research model and test the hypotheses.

This study provides two main categories of findings. First, based on the exploratory analysis several constructs were developed. Second, using structural equation modeling the relationships among the constructs were examined. The findings suggest that managers need to take a targeted approach in increasing the levels of process orientation in order to achieve particular SCP goals.

The result of this study is not indented to be generalized to all businesses; however, the methodology is flexible enough to be utilized in different industries and business scenarios.

The present study provides specific recommendations for business managers seeking to enhance various aspects of their organizational SCP. The research model can be used for future empirical as well as case studies.

This is the first comprehensive empirical study that separately measures business process orientation with respect to four core supply chain processes (planning, sourcing, making, and delivering) and assesses the impact of each core process on various dimensions of supply chain performance.

Extensive literature on business process management suggests that organizations could enhance their overall performance by adopting a process view of business. However, there is a lack of empirical research in this field. The purpose of this paper is to investigate the understanding of the process view and process maturity levels in a transition economy and to test the impact of process orientation maturity level on organizational performance.

Empirical investigation combined an exploratory‐confirmatory approach using factor analysis and structural equation modeling.

The investigation confirms the impact of business process orientation on organizational performance in a transition economy. The link is even stronger than in the original investigation. The results show that business process orientation leads to better non‐financial performance and indirectly to better financial performance.

The research confirms that business process orientation is advantageous for companies since it has a positive influence on organizational performance. The finding that the impact on financial performance is indirect through non‐financial performance suggests that the companies have to take that view of performance into consideration as well.

The paper is valuable for academics and practitioners because the impact of business process orientation on organizational performance has been confirmed for a transitional economy. Its originality is in the measurement of organizational performance, for which a more detailed specification of organizational performance based on the balanced scorecard concept that includes non‐financial performance measures has been used.

The purpose of this paper is to analyse the problems associated with the development of e‐government in Southern Africa Development Community (SADC) countries and propose a novel framework for adopting service orientation. This framework includes a new approach and architecture for implementing service orientation called SBA‐eGOV (Service Based Architecture for E‐Government).

A comprehensive literature review was carried out to study various service oriented architecture (SOA) adoption strategies and implementation methods. The most appropriate adoption strategy and implementation method were selected. Web service adoption and implementation/development methodologies were designed separately, and then integrated to form one single framework. Web services best practices were studied to identify the specificities of web services for e‐government projects in SADC countries. A service orientation framework, which includes a service orientation development/implementation method, was developed for e‐government projects. Data from the UN report on e‐government readiness for year 2004‐2010 were analysed.

The trend showed that the e‐government index of SADC countries has been stagnating (even degrading) since 2005. One of the main reasons is the lack of software application integration. The main area of weakness is the lack of a complete framework for adopting and implementing web services. A framework for adopting service orientation, developing web services and deploying e‐services is required to enable application software integration.

By applying the proposed framework, e‐services can be deployed more rapidly to citizens, businesses and government departments.

SBA‐eGOV can be adopted by countries where e‐government projects have completed the “Internalisation” and “Interaction” stages and use to deliver e‐services to citizens.

This work comprises development of a new framework, SBA‐eGOV, which consists of a service‐orientation adoption methodology, a service‐orientation implementation methodology and a service‐based architecture for government. SBA‐eGOV is a novel and complete framework which addresses service‐orientation adoption, development and implementation. To date, no such research work has been undertaken to analyse and solve the problems surrounding e‐government projects in SADC.

The presentation and validation of a checklist that can be used to determine an organization's process orientation prior to a business process management systems (BPMS) implementation. Its aim is to help predict the success of BPMS implementation on the basis of the identified process awareness within an organization.

The checklist has been developed on the basis of relevant literature and augmented with practical experience from staff of one of the world's largest BPM system vendors. The study of three BPM System implementations at different client sites have been used to validate the checklist.

The study suggests that a lack of process orientation may be related to all kinds of problems that affect the speed and cost of a BPMS implementation. The checklist seems useful to predict those problems at sites where process orientation is insufficient.

The number of cases used (3) is quite small. Furthermore, the retrospective assessment of the situation prior to BPM system implementation limits the reliability of the findings. Current results seem a good basis for further refinement and validation.

A very practical, easy to use instrument that can directly be applied by organizations that are expected to be involved in multiple BPM system implementations (e.g. large banks, consultancies, system integrators, etc.).

This paper presents an instrument that does not yet exist to measure a relation often hypothesized upon in existing research.

The purpose of this paper is to empirically develop a valid measurement scale for process orientation – a critical supply chain management (SCM) concept that warrants greater study.

This study follows the measurement development approach proposed by Churchill. Data are collected from China. Various statistical analysis techniques, including confirmatory factor analysis through structural equation modeling, are utilized to ensure the validity and reliability of the newly developed measurement scale.

A six‐item scale was developed for the construct of process orientation.

Because the research is conducted in one particular industry (electronics) and one country (China), future studies in different contexts are needed to validate or modify the resulted scale. The measurement scale developed in this paper can be used in future empirical SCM research to further investigate the mechanism and impacts of process orientation.

The measurement can also be used by managers to evaluate their firms' process orientation and make necessary adjustments or improvements.

The paper addresses a void covering measurement of an important SCM concept – process orientation.

Due to the convergence of rapid business developments and digitization challenges, service orientation is back on the research agenda as a concept to improve firms’ business services. Yet, little is known about the type of determinants that are relevant and to what degree they affect a firm’s service-oriented strategy.

Building on structural equation modeling (SEM) and a unique data set of 131 international firms from different continents, the authors identify and analyze the key determinants in the context of a firm’s service-oriented strategy.

The findings show that in order to cater for changes, organizations have to manage and adapt the coherence of the determinants’ business services, business processes and knowledge sharing continuously. Moreover, the results show that a service-oriented strategy is not only influenced by business services as such, but business services mediate the relationships between business processes, governance and process-aware information systems to a service-oriented strategy.

A limitation is imposed by the limited sample size and the unbalanced response of participants (executive management). In future research, a more extensive survey among a broader group of participants will help the authors to develop their model further in order to generalize the results, as well as more finely grained research related to geography and size might be pursued. Future empirical research is necessary to identify and test the relationships between other constructs and study their effect on a firm’s service-oriented strategy.

On a practical level, the authors postulate that an organization’s executive management should pay attention to invest in an organizational entity (department) that manages business services continuously. This organizational entity has to ensure that related processes and knowledge sharing are in place to establish and maintain a service-oriented strategy.

This research contributes to service-oriented literature by operationalizing the implementation of an organization’s service-oriented strategy. The authors’ insights go beyond the findings of Aier et al. (2011). The authors found that a service-oriented strategy influences service-oriented project success positively. The authors extended these findings, based on a unique data set, by studying business services and influencing determinants (i.e. business processes, governance, PAIS and knowledge sharing) within the context of service orientation. The renewed attention to the concept of service orientation provides insights into critical determinants that influence the implementation of a service-oriented strategy.

Global competition is forcing American Managers to rethink the way they do business. It is no longer the “big that eat the small” it is now the “fast that eat the slow”. This paper will examine how business process orientation (BPO) has a positive impact on esprit de corps, reduced conflict and improve connectedness and overall business performance. This implies that there is a ROI for becoming more business process oriented and reengineering an organization to more horizontal structures.