This study demonstrates how social network analysis (SNA) theory supports the task of designing IT-enabled business processes by providing social network measures for evaluating alternative process designs. These measures offer better information for process designers who are faced with making IT investment tradeoffs, especially as the process design task is being undertaken. A seven step methodology is proposed, demonstrated with the help of two case studies showcasing the robustness and flexibility of SNA measures.
- Business process redesign
- Business process reengineering (BPR)
- IT-enabled business transformation
- Process innovation
- Six degrees of separation
- Social network analysis