Business Process Management — S-BPM a New Paradigm for Competitive Advantage?

2010 ◽  
pp. 48-70 ◽  
Author(s):  
Robert Singer ◽  
Erwin Zinser
Keyword(s):  
Competitive Advantage ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
New Paradigm

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.

Business Rules Management for Business Processes

2010 ◽  
pp. 540-563
Author(s):  
Marwane El Kharbili
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Research Field ◽  
Business Rules ◽  
Business Rule ◽  
New Paradigm ◽  
Business Context ◽  
Rule Management

The power of rule-based solutions has been demonstrated over a wide range of domains and a number of industrial-scale solutions and business rules have now proven their usability in complex real world scenarios. But the use of business rules in conjunction with business process management is still a young research field. Business process management (BPM) is a new paradigm for companies to carry out their value-creating activities. Bringing agility and flexibility to business process management is one of the most pressing challenges we are facing today. In this chapter, we make the case for rule-enabled BPM by motivating the need for introducing business rules in BPM and studying the possible advantages of combining business rule management (BRM) and BPM techniques. A discussion of possible uses of business rules (BRs) in business processes (BPs) is made. Furthermore, we also propose a lifecycle for BPM-oriented business rule management, and illustrate this using a business scenario. Hence, the aim of this chapter is to provide readers with insights into issues conceptual BRM applied to BPM in a business context, not from a formal, but from a methodological point of view.

The Changing Nature of Business Process Modeling

2009 ◽  
pp. 45-56
Author(s):  
Brian H. Cameron
Keyword(s):  
Web Services ◽  
Business Process ◽  
Process Modeling ◽  
Business Process Management ◽  
Process Management ◽  
Business Process Modeling ◽  
Systems Development ◽  
New Paradigm ◽  
Analysis And Design ◽  
Design Activities

Business process modeling (BPM) is a topic that is generating much interest in the information technology (IT) industry today. Business analysts, process designers, system architects, software engineers, and systems consultants must understand the foundational concepts behind BPM and evolving modeling standards and technologies that have the potential to dramatically change the nature of phases of the systems development life cycle (SDLC). Pareto’s 80/20 rule, as applied to the SDLC, is in the process of being drastically altered. In the past, approximately 20 % of the SDLC was spent on analysis and design activities with the remaining 80 % spent on systems development and implementation (Weske, Goesmann, Holten, & Striemer, 1999). Today, with the introduction of the Business Process Management Initiative (BPMI), Web services, and the services-oriented architecture (SOA), the enterprise SDLC paradigm is poised for a dramatic shift. In this new paradigm, approximately 80 % of the SDLC is spent on analysis and design activities with the remaining 20 % spent of systems development and implementation. Once referred to as workflow and process automation, business process modeling (BPM) has evolved into a suite of interrelated components providing significant business value. Emerging BPM technologies will be the primary vehicle by which current application portfolios transition to service-oriented architectures and Web services (Aversano, & Canfora, 2002). Business Process Management Initiative’s Business Process Modeling Notation (BPMN) subgroup is currently finalizing a standardized notation for business process modeling. Although the notation is still in working draft format, system architects and designers should consider incorporating the concepts of BPM into their current and future systems analysis and design procedures.

scholarly journals Identification and Analysis of Key Business Process Management Factors

2018 ◽  
Vol 56 (1) ◽  
pp. 57-78
Author(s):  
Aleksandra Stoiljković Ranđelović ◽  
Radenko Milojević ◽  
Marija Radosavljević
Keyword(s):  
Competitive Advantage ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Successful Implementation ◽  
Electronic Industry ◽  
Research Results ◽  
Management Factors

Abstract Under the conditions of ever-increasing competition in the market, companies can reach a competitive advantage only with flexible offer of quality superior and cheaper products/services. In order to achieve this, companies must carry out innovative and effective business processes and manage them appropriately. In this regard, it is important to identify the factors that may be considered critical for improving business process management. The aim of this paper is to identify and analyse key business process management factors, on the example of the electronic industry. The research results show that the factors that are usually accepted as the most important for increasing the maturity of business process management are not recognised as dominant in the electronic industry. One of the findings of the survey reveals, as the main lagging factors, four of the six most important factors for the successful implementation of business processes. Based on results of the research, Managing employees has been detected as the most important maturity factor for companies from the electronic industry; hence, the suggestion is further improvement within this field.

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.

The Changing Nature of Business Process Modeling

2010 ◽  
pp. 42-53
Author(s):  
Brian H. Cameron
Keyword(s):  
Web Services ◽  
Business Process ◽  
Process Modeling ◽  
Business Process Management ◽  
Process Management ◽  
Business Process Modeling ◽  
Systems Development ◽  
New Paradigm ◽  
Analysis And Design ◽  
Design Activities

Business process modeling (BPM) is a topic that is generating much interest in the information technology (IT) industry today. Business analysts, process designers, system architects, software engineers, and systems consultants must understand the foundational concepts behind BPM and evolving modeling standards and technologies that have the potential to dramatically change the nature of phases of the systems development life cycle (SDLC). Pareto’s 80/20 rule, as applied to the SDLC, is in the process of being drastically altered. In the past, approximately 20 % of the SDLC was spent on analysis and design activities with the remaining 80 % spent on systems development and implementation (Weske, Goesmann, Holten, & Striemer, 1999). Today, with the introduction of the Business Process Management Initiative (BPMI), Web services, and the services-oriented architecture (SOA), the enterprise SDLC paradigm is poised for a dramatic shift. In this new paradigm, approximately 80 % of the SDLC is spent on analysis and design activities with the remaining 20 % spent of systems development and implementation. Once referred to as workflow and process automation, business process modeling (BPM) has evolved into a suite of interrelated components providing significant business value. Emerging BPM technologies will be the primary vehicle by which current application portfolios transition to service-oriented architectures and Web services (Aversano, & Canfora, 2002). Business Process Management Initiative’s Business Process Modeling Notation (BPMN) subgroup is currently finalizing a standardized notation for business process modeling. Although the notation is still in working draft format, system architects and designers should consider incorporating the concepts of BPM into their current and future systems analysis and design procedures.

IT Infrastructures and Standards for VE Integration Development

2011 ◽  
pp. 297-315
Author(s):  
Nicolaos Protogeros
Keyword(s):  
Information Technology ◽  
Web Services ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Software Agents ◽  
Current Situation ◽  
Virtual Enterprises ◽  
New Paradigm

In recent years, the new notion of virtual enterprises has sparkled, concentrating efforts to adapt existing technologies and realize this new paradigm. This chapter attempts to understand the needs of information technology (IT) in the virtual enterprises, and to research existing technologies that can help tackle the problem. Technologies such as Web services and software agents are examined that help business process management and thus offer the IT infrastructures to achieve integration. Also, the efforts toward standardization are considered along with the current situation in this area.

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