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Most business schools use student evaluation of teaching (SET) survey data for promotion, tenure, and merit decision‐making purposes. Since most SET questionnaires focus on students’ perceptions of an instructor rather than learning, there may be an incentive for instructors to resort to dysfunctional behavior in order to manipulate SET scores. The purpose of this article is to report the results of a survey designed to determine if such behavior occurs from an administrative viewpoint. A total of 773 administrative accounting professors were surveyed, with a response rate of 45.3 per cent. Although most administrators believe that a single numerical measure cannot capture all relevant evaluative data, they do believe that SET has caused grade inflation and they are dissatisfied with their current SET system. However, the majority of administrators would not replace the current evaluation system with an alternative evaluation system.

To gain understanding of value chain (VC) agility in terms of value‐adding processes, this paper seeks to present a VC agility framework and then to develop the involved constructs.

A framework of VC agility and its theoretical underpinnings is presented. Within the framework, drivers and determinants of VC agility are identified as characteristics enabling flexibility within key components of a firm's VC. Also, it is posited that information technology (IT) capability impacts the levels of achieved flexibility and agility, and that VC agility impacts business performance.

From scale development, key determinants of flexibility within VC activities are identified. Correlation analysis suggests that firms derive higher levels of agility through integrating information across the VC rather than within VC activities. Firms with flexibility in their VC functions enjoy higher levels of ensuing VC agility and on‐time delivery, ROA, and market share.

While the sample size is adequate for scale development, it is not adequate for structural equation modeling since the guideline is to have at least five survey responses for every item measure. Thus, insights were gleaned from initial analysis based on correlations.

Managerial insights concerning key value‐adding activities that build flexibility and ultimately agility are identified.

To the best of one's knowledge, this work is the first to operationalize VC agility from the perspective that agility is derived from flexibility in the VC processes and is enabled by IT integration. From exploratory research, insights are gained on how VC agility links with business performance.