Applying the Scientific Method to the BYOD Debate

The Scientific Method

The scientific method is a framework 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 evaluate the formulated hypotheses; (iv) recording of data or primary observations from the experiment; and (v) comparison of the gathered data against the hypotheses (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; and if the two are repeatedly incompatible, the researcher is expected to modify the hypotheses so that they represent a valid account of the phenomenon (University, n.d.).

The Scientific Method in Information Systems and Communication

In business information technology, the scientific method provides an effective framework for IT managers to make crucial decisions — for instance, regarding the computer model that would best suit the nature of the organization, the IT infrastructure that would help the organization realize its goals effectively, and the most appropriate data networks for the organization. The scientific method helps managers avoid being guided by bias and intuition when making critical decisions (Zikmund, Babin, Carr, & Griffin, 2012). It provides a basis for them to test their intuitions scientifically through systematically collected data, enabling them to make choices that serve the best interests of the organization and its stakeholders (Zikmund, Babin, Carr, & Griffin, 2012).

Consider, for instance, 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 might automatically drive the manager to prefer the larger manufacturer; but the scientific method would require that this intuition be framed as a testable hypothesis — for example, "components manufactured by Apple are better than those manufactured by Acer" — followed by systematic research to identify the features of each and their suitability to organizational functions, and then using the information obtained to either confirm or reject the hypothesis.

Based on this background, the subsequent sections of this paper demonstrate how the scientific method could be used in deciding whether or not to invest in the bring your own device (BYOD) program at the workplace.

The Problem: Does the BYOD Program Increase Worker Output?

Organizations are increasingly adopting BYOD programs, where employees are allowed to use their own smartphones, tablets, and laptops for work purposes. This arrangement 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 virtual operations (Privacy Rights Clearinghouse, 2013). BYOD programs are reported to increase organizational efficiency, saving the organization the cost of investing in high-priced company devices and plans while enabling employees to conveniently access company files and contacts and respond to client needs from any location (Privacy Rights Clearinghouse, 2013).

However, there is concern that BYOD programs — particularly in companies that do not provide company-owned devices — could foster a "mine is better than yours" dynamic, creating inequality among employees and leaving some feeling inferior and less motivated. Moreover, there is a real likelihood that the program would distract employees from their duties, making them more preoccupied with social networking apps, games, and other non-work-related content that would now be easily accessible on personal devices.

Based on this background, the question at hand is whether the BYOD program is a worthy investment. Despite the shortcomings identified above, the following hypothesis is proposed:

Hypothesis: The BYOD program increases worker output and organizational performance and is, therefore, an investment worth considering.

Conclusion

The scientific method involves collecting and analyzing systematic data for the purpose of testing a particular hypothesis. It forms the basis of problem-solving and decision-making across various aspects of business, politics, and everyday life. The question of whether the BYOD program is a worthy investment for organizations can be examined using this method. Pilot experiments and expert reviews can serve as vehicles for testing the hypothesis, while standard measures of organizational performance — profitability margins, revenue growth, customer retention, and market share — can be used to assess the program's overall success or failure.

References

Privacy Rights Clearinghouse. (2013). Factsheet 40: Bring your own device… at your own risk. Privacy Rights Clearinghouse. Retrieved 30 January 2015 from

University. (n.d.). Appendix E: Introduction to the scientific method. Retrieved 29 January 2015 from http://teacher.nsrl.rochester.edu/phy_labs/appendixe/appendixe.html

Whittington, O. R., & Delaney, P. R. (2007). Wiley CPA exam review 2008. Hoboken, NJ: John Wiley & Sons.

Zikmund, W., Babin, B., Carr, J., & Griffin, M. (2012). Business research methods (9th ed.). Mason, OH: Cengage Learning.