A Case Study on Enterprise Transformation in a Medium-Size Japanese IT Service Provider: Business Process Change from the Ontological Perspective

2013 ◽  
pp. 43-57
Author(s):  
Sanetake Nagayoshi
Keyword(s):  
Business Process ◽  
Service Provider ◽  
Medium Size ◽  
Process Change ◽  
It Service ◽  
Enterprise Transformation

scholarly journals Formulating optimal business process change decisions using a computational hierarchical change management structure framework

2018 ◽  
Vol 20 (2) ◽  
pp. 207-240 ◽  
Author(s):  
Abdulrahman Alrabiah ◽  
Steve Drew
Keyword(s):  
Change Management ◽  
Business Process ◽  
Strategic Decision ◽  
Maximum Efficiency ◽  
Future Research ◽  
Temporal Constraints ◽  
Process Change ◽  
Content Type ◽  
Management Structure

PurposeThis paper first aims to examine how business process change decisions (BPCDs) were implemented in a government organisation bound by tightly coupled temporal constraints (TTCs). Second, it focuses on how to achieve optimal and efficient BPCDs that require tight compliance with regulators’ temporal constraints. Finally, it formulates a rigorous framework that can facilitate the execution of optimal BPCDs with maximum efficiency and minimal effort, time and cost.Design/methodology/approachDecision-making biases by individuals or groups in organisations can impede optimal BPC implementation; to demonstrate this, a case study is investigated and the formulated framework is applied to tackle these failings.FindingsThe case study analysis shows 76 per cent of the BPCDs implemented were inefficient, mostly because of poor decisions, and these resulted in negative ripple effects. In response, the newly developed hierarchical change management structure (HCMS) framework was used to empower organisations to execute high-velocity BPCDs, enabling them to handle any temporal constraints imposed by regulators or other exogenous factors. The HCMS framework was found to be highly effective, scoring an average improvement of more than 100 per cent when measured using decision quality dimensions. This paper would be of value for business executives and strategic decision makers engaging with BPC.Research limitations/implicationsThe HCMS framework has been applied in a single case study as a proof of concept. Future research could extend its application to broader domains that have multi-attribute structures and environments. The evaluation processes of the proposed framework are based on subjective metrics. Causal links from the framework to business process metrics will provide a more complete performance picture.Practical implicationsThe outcome of this research assists in formulating a systematic BPCD framework that is otherwise unavailable. The practical use of the proposed framework would potentially impact on quality outcomes for organisations. The model is derived from decision trees and analytical hierarchical processes and is tailored to address this problematic area. The proposed HCMS framework would help organisations to execute efficient BPCDs with minimal time, effort and cost. The HCMS framework contributes to the academic literature on BPCD that leverages diverse stakeholders to engage in BPC initiatives.Originality/valueThe research presents a novel framework –HCMS – that provides a platform for organisations to easily determine and solve hierarchical decision structure problems, thereby allowing them to efficiently automate and institutionalise optimal BPCDs.

Business Domain Decision Method for Manufacturing and Service

2013 ◽  
Author(s):  
Hiroomi Onda ◽  
Toshiharu Miwa ◽  
Vincent R. Jackson ◽  
Dahwe Park ◽  
Kevin W. Reynolds ◽  
...  
Keyword(s):  
Business Model ◽  
Vertical Integration ◽  
Service Provider ◽  
Data Center ◽  
It Services ◽  
Barriers To Entry ◽  
It Service ◽  
First Case ◽  
A Company

This paper deals with a study on a method to support the decision on entering business areas in a business model consisting of manufacturing and service. This method divides the business model into business areas by the functions that support a company to decide whether it should enter business areas. This method prioritizes the areas from the aspects of profit opportunities, barriers to entry, and interactions between the areas. This method reduces the time to decide which business area to enter and reduces the number of examination objects to the number of business areas (n) or fewer from the total number of possible combinations (2 to the 2nd power n). To confirm the efficiency of this method, we demonstrated two case studies in the IT services industry. In the first case study, from the perspective of a UPS battery supplier, the number of examination objects is 3 when the number of business areas is 11. And the first case study indicates that a suitable strategy for a battery supplier is to concentrate on the strategy of supplying batteries. In the second case study, from the perspective of an IT service provider, the number of examination objects is 10 when the number of business areas is 11. The second case study indicates that a suitable strategy for an IT service provider is vertical integration from software development to data center operation and hardware manufacturing.

Intrapreneurship: outside the project box and into the unknown

2019 ◽  
Vol 41 (3) ◽  
pp. 45-55
Author(s):  
Anna Feldmann ◽  
Frank Teuteberg
Keyword(s):  
Service Provider ◽  
Design Methodology ◽  
Banking Sector ◽  
Qualitative Interviews ◽  
Point Of View ◽  
Content Type ◽  
It Service ◽  
General Goal ◽  
Clear Objective

Purpose This study aims to illustrate the current understanding of the concept of intrapreneurship by comparing it with that of a traditional project. Design/methodology/approach A meta-model was used to demonstrate how the two concepts overlap and what differences exist. Furthermore, a case study was conducted with an IT service provider from the banking sector in which 12 qualitative interviews with intrapreneurs were held and used to summarize the differences between projects and intrapreneurship initiatives from the intrapreneurs’ point of view. Findings This study identified two major differences: First, unlike in projects, the client has no clear objective in intrapreneurship; rather, only the sponsors maintain a general goal. Second, intrapreneurship allows for circumventing constraints and thus for working with more freedom and the possibility of failure. Originality/value This study used an explanatory model to summarize differences and clarify the concept of intrapreneurship.

E-Procurement System and Adoption for SMEs

2011 ◽  
pp. 19-34 ◽  
Author(s):  
Serdal Bayram ◽  
Özalp Vayvay
Keyword(s):  
Supply Chain ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Medium Size ◽  
Management Tools ◽  
Electronic Procurement ◽  
It Implementation ◽  
Procurement System

An electronic procurement (e-procurement) system is an electronic based procurement style that facilitates effective communications along the entire supply chain. E-procurement accelerates SMEs (small and medium size enterprises) at a reduced cost. The purpose of this chapter is to show that adoption of an e-procurement system is essential in the supply chain for SMEs and to find solutions in order to make using this system as easy as possible. The adoption should be considered as a re-engineering process from an innovative perspective. An adoption plan is proposed within the study. It contains three phases: 1) identification of the e-procurement process, 2) seeking integration points with other elements of the system, and 3) IT implementation of the integration areas. The study also proposes to use business process management tools that have workflow engines and Web service implementations for integration points. Although BPM (business process management) tools are seen as quite expensive to SMEs, there are also dependable free licensed ones. The study is concluded with a case-study that is implemented with a free-licensed BPM tool for proof-of-concepts.

E-Procurement System and Adoption for SMEs

2012 ◽  
pp. 950-966 ◽  
Author(s):  
Serdal Bayram ◽  
Özalp Vayvay
Keyword(s):  
Supply Chain ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Medium Size ◽  
Management Tools ◽  
Electronic Procurement ◽  
It Implementation ◽  
Procurement System

An electronic procurement (e-procurement) system is an electronic based procurement style that facilitates effective communications along the entire supply chain. E-procurement accelerates SMEs (small and medium size enterprises) at a reduced cost. The purpose of this chapter is to show that adoption of an e-procurement system is essential in the supply chain for SMEs and to find solutions in order to make using this system as easy as possible. The adoption should be considered as a re-engineering process from an innovative perspective. An adoption plan is proposed within the study. It contains three phases: 1) identification of the e-procurement process, 2) seeking integration points with other elements of the system, and 3) IT implementation of the integration areas. The study also proposes to use business process management tools that have workflow engines and Web service implementations for integration points. Although BPM (business process management) tools are seen as quite expensive to SMEs, there are also dependable free licensed ones. The study is concluded with a case-study that is implemented with a free-licensed BPM tool for proof-of-concepts.

Decomposition by Instrumental Instruction

2010 ◽  
pp. 128-145
Author(s):  
Karim A. Remtulla
Keyword(s):  
Business Process ◽  
Cultural Change ◽  
Cultural Critique ◽  
Process Technology ◽  
Process Change ◽  
Knowledge Based ◽  
Holistic Understanding ◽  
E Learning ◽  
Industry Trends

This chapter undertakes a socio-cultural critique of the ‘instrumental instruction’ workplace e-learning scenario. This scenario includes workplace e-leaning interventions that are designed to culturally decompose the workforce through abilities, beliefs, and behaviours. The goal is to use workplace e-learning to make workers more able to cope with periodic and on-going ICT innovation and business process change within organizations. An exploratory case study brings together the elements of process, technology, and culture. This provides a more holistic understanding of the experiences of the workforce and management when it comes to continuous ICT innovation, business process change, and a culture of instrumentalism. All this bears significant socio-cultural impacts on the workforce that come about through the workplace e-learning scenario of instrumental instruction. Socio-cultural insensitivity from workplace e-learning, in this scenario, comes from the basic, unquestioned assumption that workers are essentially socially flawed and culturally inferior; accountable for overcoming their socio-cultural flaws and inferiorities; and, need to be decomposed by workplace e-learning, through abilities, beliefs and behaviours, to meet the expectations of the infallible and commodified workplace. Workplace e-learning is now increasingly relied upon by organizations to provide the instrumental instruction that brings about cultural change in the workforce in terms of cultural decomposition of the workforce. In the wider marketplace, technological innovation in the ICT sector, accompanied by business process change in organizations, continues to culturally influence workplace e-learning industry trends and strategies. Workplace e-learning industry trends and strategies also culturally shape workplace e-learning. Instrumental instruction from workplace e-learning thus signifies the instrumentalization of instruction for workers, by workplace e-learning through their abilities, beliefs and behaviours, to culturally decompose the workforce for a knowledge- based workplace.

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