An Experiment on the Capture of Business Processes from Knowledge Workers

2014 ◽  
pp. 113-124 ◽  
Author(s):  
David Martinho ◽  
António Rito Silva
Keyword(s):  
Business Processes ◽  
Knowledge Workers

Business Process Design Meets Business Practices through Enterprise Patterns

2016 ◽  
pp. 1249-1266
Author(s):  
Carmelo Ardito ◽  
Ugo Barchetti ◽  
Antonio Capodieci ◽  
Annalisa Guido ◽  
Luca Mainetti
Keyword(s):  
Human Resources ◽  
Business Process ◽  
Business Processes ◽  
Knowledge Workers ◽  
Virtual Enterprise ◽  
Business Practices ◽  
Enterprise 2.0 ◽  
Business Process Design ◽  
Organizational Issues

Every day companies deal with internal problems in order to manage human resources during the execution of business processes. The ability to quickly identify and rapidly apply effective business practices to recurring problems becomes crucial in order to improve the efficiency of the organization. To seize the opportunity of adapting their business practices to emerging organizational forms (Extended Enterprise, Virtual Enterprise) and to reuse the expertise of knowledge workers – who are central to an organization's success – companies are required to face several challenges. This paper presents a set of business patterns useful in resolving emerging organizational issues to support the activities of knowledge workers, increase their productivity and their ability to find the information they need, and enable collaboration with colleagues without changing their habits. Also it describes a real case study and a software system that allows companies to introduce these business patterns in the workplace, adopting an Enterprise 2.0 approach.

Analysis of a Theoretical KMS Model Implementation in the Indian IT Sector Using PLS-SEM

2017 ◽  
Vol 16 (01) ◽  
pp. 1750001 ◽  
Author(s):  
Poornima Panduranga Kundapur ◽  
Lewlyn Lester Raj Rodrigues
Keyword(s):  
Information Quality ◽  
Business Processes ◽  
Knowledge Workers ◽  
Point Of View ◽  
System Quality ◽  
Web Based ◽  
Software Companies ◽  
Success Model ◽  
Intent To Use ◽  
Quality Dimensions

The software industry being highly resource-oriented tries to ensure that knowledge residing in the minds of the employees is effectively utilised for leveraging core business competencies. Therefore, providing effective knowledge management systems (KMSs) to utilise this knowledge for optimising business processes has become crucial for enterprises to stay competitive. This paper attempts to assess the effectiveness of KMS implementations from a knowledge workers’ perspective via six dimensions of the Jennex and Olfman (J&O) KMS success model. Quantitative data was collected through a web-based survey questionnaire from knowledge workers in 25 Indian software companies. Statistical analysis of the study’s model was conducted using SmartPLS® (version 2.0.M3) software for assessment of both measurement and structural models. The empirical analysis of the model’s hypotheses indicated that a knowledge worker’s intent to use a KMS is significantly dependent on Service and Knowledge/Information Quality dimensions of J&O KMS success model. This paper implies that the J&O KMS success model seems to have adequate predictive power for most implied variables with the exception of System Quality. The J&O KMS success model from a practical point of view offers a means for organisations to evaluate and predict the effectiveness of KMS implementations. The results produced in this study may allow KM practitioners to know more about the levers that help to improve their KMS and thus suitably prioritise their investment plans accordingly.

Business Process Design Meets Business Practices Through Enterprise Patterns

2014 ◽  
Vol 10 (1) ◽  
pp. 57-73 ◽  
Author(s):  
Carmelo Ardito ◽  
Ugo Barchetti ◽  
Antonio Capodieci ◽  
Annalisa Guido ◽  
Luca Mainetti
Keyword(s):  
Process Design ◽  
Business Processes ◽  
Knowledge Workers ◽  
Virtual Enterprise ◽  
Business Practices ◽  
Enterprise 2.0 ◽  
Extended Enterprise ◽  
Business Process Design ◽  
Organizational Issues

Every day companies deal with internal problems in order to manage human resources during the execution of business processes. The ability to quickly identify and rapidly apply effective business practices to recurring problems becomes crucial in order to improve the efficiency of the organization. To seize the opportunity of adapting their business practices to emerging organizational forms (Extended Enterprise, Virtual Enterprise) and to reuse the expertise of knowledge workers – who are central to an organization's success – companies are required to face several challenges. This paper presents a set of business patterns useful in resolving emerging organizational issues to support the activities of knowledge workers, increase their productivity and their ability to find the information they need, and enable collaboration with colleagues without changing their habits. Also it describes a real case study and a software system that allows companies to introduce these business patterns in the workplace, adopting an Enterprise 2.0 approach.

Knowledge Flow Identification

2011 ◽  
pp. 2337-2342 ◽  
Author(s):  
Oscar M. Rodríguez-Elias ◽  
Aurora Vizcaíno ◽  
Ana I. Martínez-García ◽  
Jesús Favela ◽  
Mario Piattini
Keyword(s):  
Business Processes ◽  
Knowledge Workers ◽  
Knowledge Flows ◽  
Knowledge Flow ◽  
Knowledge Map ◽  
Work Processes ◽  
Organizational Processes ◽  
The Real ◽  
Km Strategy ◽  
Good Flow

Knowledge management (KM) is an important factor in organizational competitive advantage (Ichijo & Nonaka, 2007). Unfortunately, traditional KM initiatives frequently fail when they are included in the work processes of organizations (Stewart, 2002). One of the factors responsible for this is that these initiatives are not well aligned to the real knowledge needs of the organization’s knowledge workers. Thus, it is important to seek approaches to help to align KM initiatives to the real work processes of organizations (Maier & Remus, 2002), considering what is important for their knowledge workers (Dalkir, 2005; Wiig, 2004). In this chapter, we describe the knowledge flow identification methodology (KoFI), a methodology, based on process engineering techniques, that has been developed to aid in the study of organizational processes from a knowledge flow perspective. The methodology proposes a set of steps and tasks that can be carried out to analyze knowledge flows in business processes; thus, helping to identify issues such as the knowledge workers’ needs, the knowledge (and its sources) that is principally involved in the processes, the working tools that may (positively or negatively) affect the flow of knowledge in the process, or the problems that may be restricting the good flow of knowledge in the process. To exemplify the usefulness of the KoFI methodology, we provide a brief description of some of the results obtained from the application of the methodology, in real settings, in which it was helpful for various purposes, including: the design of a multiagent-based KM system, the development of a knowledge map for a process, the identification of the manner in which to integrate a tool currently used in an organization as a basis for a KM strategy, and for the development of an organizational knowledge portal.

The Digital Transformation of the Knowledge Worker

2021 ◽  
Author(s):  
Fernando Luis Creus
Keyword(s):  
Business Model ◽  
Business Processes ◽  
Corporate Strategy ◽  
Oil And Gas ◽  
New Technologies ◽  
Knowledge Workers ◽  
Knowledge Worker ◽  
Oil And Gas Industry ◽  
Digital Transformation ◽  
Digital World

Abstract Technological advances unveil a dual reality in the oil and gas Industry. On one hand, the benefits of blockchain and artificial intelligence (AI), among others, has arrived to revolutionize the industry. On the other hand, industry professionals remain trapped in bureaucratic processes that undermine their performance. The diagnosis: knowledge workers, responsible for optimizing the recovery and economic performance of the fields, are the missing link in the digital transformation chain. They are suffering the digitalization of the status quo. This paper puts forward a broad digital transformation framework designed to increase the knowledge worker's productivity. Digital transformation is not just about the implementation and use of cutting-edge technologies. It is also the response to digital trends, and about adopting new processes and redesigning existing ones to compete effectively in an increasingly digital world. Prioritizing technology as the ultimate goal puts the business processes and the knowledge workers aside from the discussion. The key to this proposal is rethinking the business model according to the possibilities of new technologies based on a six-dimension scheme:Corporate strategy: It defines the long-term vision and investment criteria for value creation. Technology is an element within a business scheme that should not be analyzed in isolation.Digital strategy: Within the corporate strategy, what operational and strategic role does technology play? Should it only support the company's operation, or should it drive strategic reinvention?Culture: While digital transformation is the company's response to digital trends, culture is the muscle that provides (or not) the attributes required to succeed in this transformation endeavor. Innovation and creativity should be promoted as part of the company's DNA.Knowledge processes: A business model, built on new technologies, will necessarily impose new and automated practices. While the automation of physical processes is a fact, the automation of knowledge processes is the weakest link.Data governance: It defines the necessary conditions that guarantee the quality of the information and its strategic acquisition. Two elements are a must: the automation of processes, thereby avoiding arbitrariness in data management; and centralized databases, thereby eliminating data duplicity and criteria discrepancy.Data Science: At this point in the model, the company has efficient, automatic, and fast processes, assuring the quality and availability of the data from its conception to the final storage. Then, data scientists will have all the means, and a clear and aligned vision (corporate strategy) to extract meaningful insights for the business.

Role of Knowledge Workers in Business Process and Innovation

2015 ◽  
pp. 17-29
Author(s):  
Appasaheb Naikal ◽  
Mayank Bapna
Keyword(s):  
Business Process ◽  
Driving Force ◽  
Business Processes ◽  
Knowledge Workers ◽  
Individual Performance ◽  
Business Goals ◽  
Highly Skilled

Highly skilled knowledge workers are the main driving force for innovation; however, their innovation may not always ensure the achievement of business goals. Only the alignment of the innovation with business goals can transform their innovation into individual performance. Similarly variation in individual capabilities of knowledge workers may not lead to final business goals. This paper focuses on knowledge workers, their performance, the business processes followed and effectiveness of the business processes to enhance productivity of the organizations.

Role of Knowledge Workers in Business Process and Innovation

2020 ◽  
pp. 1185-1197
Author(s):  
Appasaheb Naikal ◽  
Mayank Bapna
Keyword(s):  
Business Process ◽  
Driving Force ◽  
Business Processes ◽  
Knowledge Workers ◽  
Individual Performance ◽  
Business Goals ◽  
Highly Skilled

Highly skilled knowledge workers are the main driving force for innovation; however, their innovation may not always ensure the achievement of business goals. Only the alignment of the innovation with business goals can transform their innovation into individual performance. Similarly variation in individual capabilities of knowledge workers may not lead to final business goals. This paper focuses on knowledge workers, their performance, the business processes followed and effectiveness of the business processes to enhance productivity of the organizations.

PERENCANAAN ARSITEKTUR ENTERPRISE MENGGUNAKAN EAP DENGAN ZACHMAN FRAMEWORK (Studi Kasus : CV BIENSI FESYENINDO)

2019 ◽  
Vol 2 (1) ◽  
pp. 1-16
Author(s):  
Anjas Tryana
Keyword(s):  
Enterprise Architecture ◽  
Business Processes ◽  
Current System ◽  
System Support ◽  
Architecture Model ◽  
Use Of Resources ◽  
Application Architecture ◽  
Data Architecture ◽  
Planning Methodology ◽  
Implementation Plans

With the development of technology today, it is very important for every company to plan and develop a system to support business processes in each company. Achieving the goals of an enterprise faces challenges and changes that require strategies for effective measures and efficient use of resources. One important and increasingly widely used strategy is the use and improvement of information system support for the enterprise. This plan can utilize enterprise architecture planning methodology that produces data architecture, application architecture, technology architecture, and the direction of its implementation plan for the enterprise.CV Biensi Fesyenindo is engaged in retail garment, with branches throughout Indonesia, covering the areas of Kalimantan, Sulawesai, NTB, NTT, Bali, Java and Sumatra. In their daily activities, they carry out production to distribution processes to meet market and employee needs.The enterprise architecture model used in this study is by using Enterprise Architecture Planning (EAP). EAP is a process of defining enterprise architecture that focuses on data architecture, applications and technology in supporting business and plans to implement the architecture, where the EAP method has several stages, starting from planning in planning, business modeling , Current System and Technology (Current System & Technology), Data Architecture (Data Architecture), Application Architecture (Applications Architecture), Technology Architecture (Technology Architecture), Implementation Plans (Implementation Plans).The results of this study are recommendations for information systems for Fesyenindo Biensi CV in the form of enterprise architecture planing blue print planning that is successful in defining 5 main business processes, which consist of application architecture data architecture and for technological architecture to produce technology architecture proposals divided into 5 chapters 110 pages .

Developing and implementing the risk management framework into business processes of Gazprom transgaz Tomsk Ltd., for implementation of the Eastern gas program of PJSC Gazprom

2020 ◽  
Vol 17 (1) ◽  
pp. 68-77
Author(s):  
V. E. Zaikovsky ◽  
A. V. Karev
Keyword(s):  
Risk Management ◽  
Human Resources ◽  
Management Information System ◽  
Business Processes ◽  
Project Success ◽  
Management Information ◽  
Timely Manner ◽  
Project Approach ◽  
Management Framework ◽  
Risk Management Framework

Project success depends on the ability to respond to risks and make correct decisions in a timely manner. The project approach provides a better framework for implementing a new management system into the company’s business processes. The risk management framework developed by the company comprises a risk management infrastructure, a set of standards, human resources, and a risk management information system. To improve staff compliance, it is necessary to provide training and to communicate the goals of the project effectively. It is also important to develop a motivation system because well trained and motivated staff are able to work more efficiently.

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