Business Process Management: Combining Quality and Performance Improvement

2002 ◽  
pp. 129-148 ◽  
Author(s):  
Andrzej Pluciński ◽  
Grzegorz B. Gruchman
Keyword(s):  
Performance Improvement ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
And Performance

scholarly journals INVESTIGATING THE IMPACT OF THE PROCESS APPROACH ON THE PERFORMANCE OF THE COMPANY - EMPIRICAL STUDY OF THE MOROCCAN CONTEXT

2020 ◽  
Vol 8 (12) ◽  
pp. 321-337
Author(s):  
Benammi Abderrazak ◽  
◽  
Taj Kacem ◽  
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Structural Equation ◽  
Business Process Management ◽  
Process Management ◽  
Empirical Studies ◽  
Process Approach ◽  
Equation Modeling ◽  
And Performance ◽  
The Impact

Process approach or Business Process Management (BPM) allows organizing and framing a company by focusing in the improvement of performance in order to gain competitive advantage. Although it is believed that BPM improves various aspects of organizational performance, there has been a lack of empirical studies about this. The present paper has the purpose to study the impact of business process management in companies performance in Moroccan context. To accomplish that, the theoretical basis required to know the elements that configurate BPM and the measures that can evaluate the BPM success on performance is built through a literature review. Then, a research model is proposed. Empirical data has been collected from a survey of Moroccan companies from different sectors. A quantitative analysis has been performed using structural equation modeling (SEM) to show if the direct and indirect effects between BPM and performance can be considered statistically significant. At the end, we have discussed results, their managerial and scientific implications.

Cross-National and Cross-Industrial Comparison of ICT-Enabled Business Process Management and Performance

2012 ◽  
Vol 20 (2) ◽  
pp. 44-66 ◽  
Author(s):  
Ya-Ching Lee ◽  
Pin-Yu Chu ◽  
Hsien-Lee Tseng
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Resource Planning ◽  
The United States ◽  
Information And Communications Technologies ◽  
Ict Adoption ◽  
The Usa ◽  
And Performance ◽  
The Impact

Information and communications technologies have changed how firms do business and create value. The objective of this study is to improve the understanding of ICT contribution to firm performance and explore the linkage between ICT impacts and business process management among various countries and industries. This study proposes the ICT-enabled Business Process Management Model. To test the model, survey data from the United States, Taiwan, and Chile was collected. The results show that ICT adoption affects business process management significantly. ICT adoption positively affects workplace reform, leading to workforce reform and improved profits. However, only country differences are recognized in BPM. For the USA, resource planning infrastructure affects workforce reform significantly, and e-commerce infrastructure affects workplace reform significantly, later leading to improved profit. For Taiwan, both resource planning infrastructure and e-commerce infrastructure affect workplace reform significantly, but workforce reform is significantly influenced by resource planning infrastructure. For Chile, the e-commerce infrastructure affects workplace reform significantly, leading to improved profit. This paper contributes to IS research by providing empirical evidence on the impact of ICT adoption on business process management. This paper also explores the impacts of ICT adoption on business process management and financial performance among various countries.

scholarly journals MEASURABLE PERFORMANCE INDICATORS OF BUSINESS PROCESSES AND PERFORMANCE OF SLOVAK AND FOREIGN BUSINESSES

2017 ◽  
Vol 5 ◽  
pp. 138-143
Author(s):  
Katarína Gašová ◽  
Martina Kováčiková ◽  
Katarína Repková Štofková
Keyword(s):  
Business Process ◽  
Process Model ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Evaluation Process ◽  
Analysis Measurement ◽  
Mapping Analysis ◽  
Management Application ◽  
And Performance

Business activities (managerial, administrative, commercial, manufacturing, etc.), which are focused on production or the services provision should be managed as a whole, containing the activities liable to certain logistic in their arrangement and interconnection. The business activities’ transformation on processes and management (identification, modelling, mapping, analysis, measurement and improvement) through the process management can be understood as a type of methodology suitable for the analysis, evaluation and improvement of key processes in the business.An aim of the application of business process management is to create a process model consisting of managerial, core, transparency supporting, measurable, and possible improvement processes. The principles of business process management application can lead to continuous improvement of business processes and to the position improvement of the business in a constantly evolving competitive environment. During the evaluation process, it is important to focus on one of the most important factors – the measurability of process performance

scholarly journals Correlation between Business Process Management and Organizational Performance: A Study of Bank X

2018 ◽  
Vol 8 (02) ◽  
Author(s):  
Vikas Mahalawat ◽  
Bharti Sharma
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Radical Change ◽  
Policy Framework ◽  
Incremental Change ◽  
Critical Account ◽  
And Performance ◽  
The Relationship

Business process management is multidimensional tool which utilizes several methods to examine processes from a holistic perspective, transcending the narrow borders of specific functions. It undertakes fundamental reconsideration and radical redesign of organizational processes in order to achieve drastic improvement of current performance in terms of cost, service and speed. Business process management tries to encourage a radical change rather than an incremental change. An analytical approach has been applied for the current study. For this study, the case of Bank X, which is a leading public sector bank operating in the state, has been taken into consideration. A sample of 250 customers was selected randomly from Alwar, Dausa and Bharatpur districts. For policy framework, corporate headquarters were consulted. For the research a self-designed survey instrument, looking for information from the customers on several parameters like cost, quality, services and performance, was used. This article tries to take a critical account of existent business process management in Bank X and to study the relationship between business process management and organizational performance. The data has been tested by correlation analysis. The findings of the study show that business process management exists in the Bank X and there is a significant relationship between business process management and organizational performance.

Research Opportunities in Business Process Management and Performance Measurement from a Constructivist View

2015 ◽  
Vol 23 (1) ◽  
pp. 18-30 ◽  
Author(s):  
Rogerio Tadeu de Oliveira Lacerda ◽  
Leonardo Ensslin ◽  
Sandra Rolim Ensslin ◽  
Luana Knoff ◽  
Claudelino Martins Dias Junior
Keyword(s):  
Performance Measurement ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Research Opportunities ◽  
Constructivist View ◽  
And Performance

Rola modelu CMMI w organizacjach procesocentrycznych

2013 ◽  
pp. 25-30
Author(s):  
Arkadiusz Jurczuk
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management

W artykule przedstawiono istotę i zasady oceny dojrzałości procesowej przedsiębiorstw oraz rolę modeli dojrzałości w podnoszeniu efektywności organizacji w kontekście paradygmatu Business Process Management. Zasadniczym celem poznawczym artykułu jest określenie zasad oceny dojrzałości według modelu CMMI oraz prezentacja nakładów i efektów wynikających z wdrożenia tego modelu. Wskazano także czynniki determinujące sukces wdrożenia modeli dojrzałości w praktyce biznesowej. (abstrakt oryginalny)

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