This paper examines the application of the scientific method to business decision-making, specifically addressing whether bring-your-own-device (BYOD) programs are worthwhile investments for organizations. The paper outlines the five-step scientific method framework, explains its relevance to IT management and business information systems, and demonstrates its practical use through a structured hypothesis-testing approach. The author proposes that BYOD programs increase worker output and organizational performance, then outlines two testing methodologies—pilot experiments and expert consultation—and identifies key performance metrics including profitability margins, revenue growth, customer retention rates, and market share to evaluate program success.
The scientific method is a recipe for constructing non-arbitrary, consistent, and reliable representations of natural phenomena by collecting and analyzing relevant data in a systematic and organized manner. It forms the basis of theory development and generally comprises five major steps: (i) formulation of a question about the phenomenon of interest; (ii) development of hypotheses based on knowledge obtained from existing theories and literature; (iii) conduction of independent experimental tests to test the formulated hypotheses; (iv) recording of data or primary observations from the experiment; and (v) comparison of the gathered data and hypotheses (Rochester University, n.d.).
Experimental data will either rule out or confirm the hypotheses for which the test was conducted. If the data does not support the hypotheses, the researcher is required to repeat the experiment for confirmation. If the two are repeatedly incompatible, they are supposed to modify the hypotheses so that they represent nature more accurately (Rochester University, n.d.). This iterative process of testing, analyzing, and refining ensures that scientific conclusions are grounded in evidence rather than assumption.
In business information technology, the scientific method provides an effective framework for IT managers to make crucial decisions on matters such as the computer model that would best suit the organization's needs, the IT infrastructure that would help the organization realize its goals effectively, and the most effective data networks. The scientific method helps managers avoid being guided by bias and intuition in making crucial decisions (Zikmund, Babin, Carr & Griffin, 2012).
It provides a basis for managers to test their intuitions scientifically through systematically collected data so that they are able to make choices and decisions that serve the best interests of the organization and its owners (Zikmund, Babin, Carr & Griffin, 2012). Consider a situation where an IT manager must choose between investing in hardware components from a large, established manufacturer such as Apple and a smaller manufacturer such as Acer Inc. Intuition would automatically drive the choice toward the large manufacturer; but the scientific method would require the manager to put this intuition in the form of a testable hypothesis—for example, "components manufactured by Apple are better than those manufactured by Acer"—conduct research to identify the features inherent in both and their suitability to organizational functions, and then use the information obtained from the research to make a decision, either confirming or rejecting the hypothesis.
Based on this background, the subsequent sections demonstrate how the scientific method could be used in making the decision of whether or not to invest in the "bring your own device" (BYOD) program at the workplace.
Organizations are increasingly adopting the BYOD program, where employees are allowed to use their own smartphones, tablets, and laptops for work purposes, which essentially enables them to work virtually and connect with clients from anywhere (Privacy Rights Clearinghouse, 2013). Some organizations extend company-owned devices to their employees to facilitate their virtual operations (Privacy Rights Clearinghouse, 2013).
Word has it that BYOD programs increase organizational efficiency, saving the organization the need to invest in high-cost company devices and plans, and making it possible for employees to conveniently access company files and contacts and respond to client needs from anywhere (Privacy Rights Clearinghouse, 2013).
However, there is concern that BYOD programs, especially in those companies that do not provide company-owned devices, would pave the way for the development of the "mine is better than yours" syndrome. This would bring about inequality among employees, making some feel inferior and less motivated. Moreover, there is a high likelihood that the program would distract employees from their functions at the workplace and make them more preoccupied with social networking apps, games, and other forms of business-unrelated content that would now be easily accessible.
Based on this background, the author is interested in establishing whether the BYOD program is a worthy investment. In spite of the shortcomings identified earlier, the hypothesis is as follows:
Hypothesis: The BYOD program increases worker output and organizational performance, and is, towards that end, an investment worth considering.
There are two major ways through which the stated hypothesis could be tested and measured:
Pilot Experiment: The IT manager could implement the program in a small section or part of the organization—for instance, the IT department alone—and take note of the effect. If the program yields positive outcomes (that is, if it increases worker productivity and overall departmental performance), then it could be replicated in other departments. Otherwise, the IT manager would have to adjust the hypothesis to indicate that the BYOD program was not a worthy investment.
Financial Report Reviews and Expert Advice: The IT manager could review the financial documents of organizations that have already undertaken the program to determine if it had any effect on performance. Similarly, he could seek out the advice of experts—managers whose organizations have already implemented the program. Information obtained in this way could either bear out or falsify the hypothesis being tested.
Trend analysis, where performance indices prior to the implementation of the program are compared with the figures reported after implementation, can be used to assess the success or failure of the program. There are three open possibilities: (i) that there was improved organizational performance as suggested by the hypothesis; (ii) that the program had no noticeable effect on organizational performance; and (iii) that the program decreased organizational performance.
The specific measures that would be undertaken in this evaluation include:
Margin Comparisons: Profitability margins measure the cents per dollar gained by the organization from a single dollar spent in investment (Whittington & Delaney, 2007). Consistently rising profitability margins following the implementation of the project could be taken to symbolize the program's success. Similarly, a streak of falling profitability margins following implementation could be a sign that the project is costing more than it is bringing in.
Growth: Revenue is the most commonly used index for measuring an organization's degree of growth (Whittington & Delaney, 2007). Higher growth in revenue than is usually reported is a symbol that the program was successful, yielding higher benefits than costs. Similarly, shrinking revenue figures would be interpreted as a sign of failure, as they would mean that the project could be taking up more resources than it is bringing in.
Customer Retention: Customer retention measures the extent to which an organization's customers are satisfied with the quality and price of its products and/or services (Whittington & Delaney, 2007). A high customer retention rate would indicate higher levels of customer satisfaction. Consistently rising customer retention rates in the years following implementation could be an outward symbol of the project's success—customers are more satisfied with the BYOD method of service delivery. In the same way, falling rates would indicate that customers are dissatisfied with the program.
Market Share: Market share measures the success of a company in relation to the competition. Higher market shares mean higher levels of brand awareness and consequently higher levels of customer satisfaction (Whittington & Delaney, 2007). Consistent increases in market share following implementation could partly indicate that customers are happy with the new way of conducting business and have gone ahead to recommend the company's brand to others.
The scientific method has to do with collecting and analyzing systematic data with the aim of testing a particular hypothesis. It forms the basis of problem-solving and decision-making in various aspects of business, politics, and everyday life. The question of whether or not the BYOD program is a worthy investment for organizations can be examined using the scientific method. Pilot experiments and expert reviews could be conducted as a way of testing the hypotheses, and the various measures of organizational performance could be used to assess the success or failure of the program.
You’re 94% through this paper. Sign up to read the full paper.
Sign Up Now — Instant Access Already a member? Log inAlways verify citation format against your institution’s current style guide requirements.