Knowledge-Intensive Business Process: Deriving a Sustainable Competitive Advantage through Business Process Management and Knowledge Management Integration

2012 ◽  
Vol 19 (4) ◽  
pp. 180-188 ◽  
Author(s):  
Olivera Marjanovic ◽  
Ronald Freeze
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Sustainable Competitive Advantage ◽  
Knowledge Intensive

A review of the importance of business process management in achieving sustainable competitive advantage

2014 ◽  
Vol 26 (5) ◽  
pp. 522-531 ◽  
Author(s):  
Devika Nadarajah ◽  
Sharifah Latifah Syed Abdul Kadir
Keyword(s):  
Competitive Advantage ◽  
Business Process ◽  
Business Process Management ◽  
Best Practice ◽  
Process Management ◽  
Theory Building ◽  
Dynamic Capability ◽  
Sustainable Competitive Advantage ◽  
Total Quality ◽  
Content Type

Purpose – In today's height of competition, business process management (BPM) is regarded as best practice management principle that can assist companies in sustaining competitive advantage. The purpose of this paper is to strengthen theory building of BPM in fostering sustainable competitive advantage based on dynamic capability theory. Design/methodology/approach – BPM owes its existence to total quality management (TQM) and business process reengineering and has gained importance as an enabler to coordinate the intricacies of the organisations. Past researches on BPM have been largely conceptual using case studies with scarce evidence for theory building. Findings – Based on the review of literature, the study of BPM can be studied based on dynamic capability theory. Originality/value – The outcome of this paper would add value to theory building for BPM.

scholarly journals Understanding How IT Capability Impacts Sustainable Competitive Advantage through Business Process Management

2019 ◽  
Vol 10 (2) ◽  
pp. 250
Author(s):  
Devika Nadarajah ◽  
Sharifah Latifah Syed Abdul Kadir ◽  
Haliyana Khalid
Keyword(s):  
Competitive Advantage ◽  
Business Process ◽  
Significant Relationship ◽  
Business Process Management ◽  
Process Management ◽  
Manufacturing Industries ◽  
Sustainable Competitive Advantage ◽  
Customer Requirements ◽  
It Capability

Business Process Management or BPM is the blueprint of how work is performed in any organisation to deliver customer requirements. Sustainable Competitive Advantage or SCA pushes organisations to adopt flexibility and dynamism into their systems, processes and culture. A study was carried out to determine the influence of BPM on SCA, and to identify the antecedents of BPM in creating SCA. One of the antecedents’ of the study was IT capability. The study was based on organisations in Malaysia. The results from the study revealed that IT capability failed to observe significant relationship to BPM and SCA. In an attempt to understand further this phenomenon, a series of interviews were carried out on 3 companies representing the telecommunications, consulting and manufacturing industries. The findings revealed that while IT capability is a “must-have”, there are numerous factors that may influence or hinder the effectiveness of IT capability implementation.

Knowledge Management

2011 ◽  
pp. 130-143
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Value Added ◽  
Capital Management ◽  
Knowledge Based ◽  
Cost Cutting ◽  
Intellectual Capital Management ◽  
Quality Value

In an outsourcing relationship, the vendor and its clients need to transfer knowledge on a continuous basis. Relevant approaches to outsourcing relationships from the knowledge management literature include intellectual capital management and business process management, as presented in this chapter. According to Quinn (1999), executives increasingly understand that outsourcing for short-term cost cutting does not yield nearly as much as outsourcing for longer-term knowledge-based system or strategic benefits such as greater intellectual depth and access, opportunity scanning, innovation, reliability, quality, value-added solutions, or worldwide outreach.

Knowledge Management

2011 ◽  
pp. 254-270
Author(s):  
P. Gottschalk
Keyword(s):  
Knowledge Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Value Added ◽  
Capital Management ◽  
Knowledge Based ◽  
Cost Cutting ◽  
Intellectual Capital Management ◽  
Quality Value

In an outsourcing relationship, the vendor and its clients need to transfer knowledge on a continuous basis. Relevant approaches to outsourcing relationships from the knowledge management literature include intellectual capital management and business process management, as presented in this chapter. According to Quinn (1999), executives increasingly understand that outsourcing for short-term cost cutting does not yield nearly as much as outsourcing for longer-term knowledge-based system or strategic benefits such as greater intellectual depth and access, opportunity scanning, innovation, reliability, quality, value-added solutions, or worldwide outreach.

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