Bettering the business process

2017 ◽  
Vol 33 (8) ◽  
pp. 33-35
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Portfolio Management ◽  
Process Management ◽  
Business Processes ◽  
Content Type ◽  
Trade Offs ◽  
Pertinent Information ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings There is a need to better understand the intersection of business process improvement and business process management (BPM) and how research in this area could help organizational efficiency. Organizations looking to improve business processes typically look at singular issues, often without considering the interconnectedness of various projects. Lehnert et al. (2017) have identified this intersection, termed by them as process project portfolio management, as a rich vein of research potential. There is the potential to understand how to improve business processes without ignoring the relationship individual projects have with each other. By mitigating the potential trade-offs inherent in any process of improvement, this new approach could benefit organizational performance in a significant way. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

An examination of associations between business process management capabilities and the benefits of digitalization: all capabilities are not equal

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yvonne Lederer Antonucci ◽  
Annetta Fortune ◽  
Mathias Kirchmer
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Dynamic Capabilities ◽  
Process Management ◽  
Business Processes ◽  
Content Type ◽  
Fine Grained ◽  
Management Capabilities ◽  
The Relationship ◽  
Practical Implications

PurposeWhile organizations have learned to understand the importance of developing business process management (BPM) capabilities, digitalization now transforms business processes, and introduces new challenges. Extending prior research examining the value of BPM capabilities in organizations, this study examines the associations of BPM capabilities across direct and indirect digitalization benefits.Design/methodology/approachDrawing from the capabilities perspective of strategic management, the dynamic versus ordinary classification was used to classify eight BPM capabilities. An empirical investigation of associations between the eight BPM capabilities and 20 digitalization benefits is presented based on data collected from 165 BPM professionals across four continents. Factor analyses were performed to verify the framework measures for BPM capabilities and digitalization benefits. The Kendall's tau-b (τb) correlation coefficient was used to measure the strength and direction of associations.FindingsOverall results confirm positive associations between BPM capabilities and digitalization benefits, but the relationship was less dominant for ordinary BPM capabilities and indirect benefits. Furthermore, relationships between individual BPM capabilities and specific digitalization benefits vary both across and within the categories.Practical implicationsThese findings support the moderate capability-based view that puts ordinary and dynamic capabilities on equal footing in dynamic environments, while also providing insight for managers focused on specific outcomes with digitalization efforts.Originality/valueThis study reveals that the strength of associations between BPM capabilities and digitalization benefits varies. This highlights the relevance of ordinary-dynamic and direct-indirect distinctions, and the value of a more fine-grained understanding to better inform practice.

The BPM lifecycle

2017 ◽  
Vol 23 (1) ◽  
pp. 155-175 ◽  
Author(s):  
Ronaldo Bernardo ◽  
Simone Vasconcelos Ribeiro Galina ◽  
Silvia Inês Dallavalle de Pádua
Keyword(s):  
Literature Review ◽  
Business Process ◽  
Dynamic Capabilities ◽  
Process Management ◽  
Business Processes ◽  
Theoretical Models ◽  
Content Type ◽  
Fourth Step ◽  
The Relationship

Purpose The purpose of this paper is to develop a conceptual framework that incorporates factors external to the organization into the business process management (BPM) lifecycle through dynamic capabilities (DCs), beginning with strategy and persisting through the business process transformation. Design/methodology/approach The study comprised four distinct phases. First, a literature review was conducted to identify validated theoretical models related to the topic. Then, a systematic review of the literature was conducted by accessing the EBSCOhost, ISI/Web of Science and Scopus databases, for the purpose of understanding how the relationship between BPM and DCs has been addressed. The third step was the identification of the meta-capabilities involved in the relationship between DC and BPM, the fourth step was the construction of a framework that integrated an external view into BPM through DC, and the final step evaluated these framework through a case study. Findings Ten texts were selected after a systematic literature review. The following main points of convergence were identified: DC contributes to the conceptualization and understanding of BPM, DC assists in the process of organizational change by promoting the adaptation of the company to the environment, and DC enhances BPM performance. A framework was developed and presented. Practical implications The proposed framework, which incorporates an external perspective into the BPM lifecycle through DCs, can be used by managers and researchers interested in the promotion of BPM. Originality/value The study shows how the sensing, seizing and transforming meta-capabilities can act to evaluate the outside-in perspective, serve as a benchmark for the alignment of business processes and enable the operationalization of emerging demands through the dynamic adaptation of processes.

scholarly journals Business process management and risk-adjusted performance in SMEs

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dušan Gošnik ◽  
Igor Stubelj
Keyword(s):  
Performance Measures ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Financial Data ◽  
Company Performance ◽  
Content Type ◽  
Core Business ◽  
The Relationship

Purpose This paper aims to examine the relationship between business process management (BPM) and company performance. The research focuses on the instrumental aspect of core business processes and its controlling activities in small and medium-sized companies (SMEs) to identify the relationship to company performance. Design/methodology/approach The results presented in this paper are based on a survey of Slovene SMEs. A questionnaire was distributed to 3007 SMEs via e-mail and a response rate of 5.42% was achieved. The financial data of companies over a six year period as derived from the publicly available financial reports of SMEs along with an industry-specific financial risk measure and other financial data were used for the company risk-adjusted performance measures of relative residual income (ROE-r) and risk-adjusted ROE (ROE-a) calculation. Findings The results show that instrumental aspects of core business process controlling activities are related to risk-adjusted company performance measures ROE-r and ROE-a. Companies with lower ROE-r and ROE-a have been perceived to be more focused on the instrumental aspect of BPM. Presumably due to the small sample, the results of a non-parametric Mann–Whitney U test did not statistically confirm the developed hypothesis: “the instrumental aspect of controlling as a core process management activity has a statistically significant impact on company risk-adjusted performance measures such as ROE-r and ROE-a.” Despite this, the results show a possible negative correlation between risk-adjusted performance measures and BPM, which opens possibilities for further research. Research limitations/implications The main limitation of the purposed study model is that the paper have studied only control activities of core business processes and relate it to company risk-adjusted performance measures. The study has been limited by the SME sample and the use of a survey as a research instrument. An additional limitation of the research is the degree of reliability implied by the assumptions of the models used to estimate the required return on equity and risk. Results concern investors, managers and practitioners to start BPM improvement initiatives, to set BPM priority measures and to set priority management decisions and further actions. Originality/value This paper presents the unique findings from an investigation of the instrumental aspects of BPM practices and their relationship to company risk-adjusted performance measures in SMEs. This paper developed a measurement instrument for measuring the instrumental aspects of BPM use. An additional original contribution is the use of company risk-adjusted performance measures such as ROE-r and ROE-a, which take into account the required profitability of companies in different industries according to the risk and allows comparable results of companies from different industries. The approach is innovative and interesting as regards researching the factors that affect the profitability of companies that operate in different industries.

scholarly journals Ambidextrous IT capabilities and business process performance: an empirical analysis

2018 ◽  
Vol 24 (5) ◽  
pp. 1077-1090 ◽  
Author(s):  
Alberto Ferraris ◽  
Filippo Monge ◽  
Jens Mueller
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Positive Impact ◽  
Content Type ◽  
It Capabilities ◽  
The Impact ◽  
Process Level

Purpose In several studies, it has been found that organizational performance is affected by ambidextrous IT capabilities. Nevertheless, business processes are essential to the value generation conversion of IT investment into performance. In the literature, this focus on the impact of IT capabilities at the business process level is still under investigated. So, the purpose of this paper is to test the effects of explorative and exploitative business process IT capabilities on business process performances (BPP) and the positive moderator role of business process management (BPM) capabilities. Design/methodology/approach This analysis has been done through a quantitative study in the Italian hotel industry. An OLS regression analysis has been carried out on a sample of 404 firms. Findings The study identifies distinct effects related to exploration and exploitation and finds a moderating effect of BPM capabilities, explaining their positive impact on BPP. Originality/value The main purpose of the paper is to contribute to the area of business process management by demonstrating the importance of both explorative and exploitative IT capabilities for a business process as well as the managerial capabilities at the process level. Furthermore, this focus at the process level allows us to add original insights into research on ambidexterity by expanding existing works.

Big data integration with business processes: a literature review

2017 ◽  
Vol 23 (3) ◽  
pp. 477-492 ◽  
Author(s):  
Samuel Fosso Wamba ◽  
Deepa Mishra
Keyword(s):  
Big Data ◽  
Literature Review ◽  
Business Process ◽  
Design Methodology ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Future Research ◽  
Content Type ◽  
Practical Implications

Purpose The purpose of this paper is to improve the understanding of the integration of business process management (BPM), business process re-engineering (BPR) and business process innovation (BPI) with big data. It focusses on synthesizing research published in the period 2006-2016 to establish both what the authors know and do not know about this topic, identifying areas for future research. Design/methodology/approach The research is based on a review of 49 published papers on big data, BPM, BPR and BPI in the top journals in the field 2006-2016. Findings In this paper, the authors have identified the most influential works based on citations and PageRank methods. Through network analysis the authors identify four major clusters that provide potential opportunities for future investigation. Practical implications It is important for practitioners to be aware of the benefits of big data, BPM, BPR and BPI integration. This paper provides valuable insights for practitioners. Originality/value This paper is based on a comprehensive literature review, which gives big data researchers the opportunity to understand business processes in depth. In addition, highlighting many gaps in the current literature and developing an agenda for future research, will save time and effort for readers looking to research topics within big data and business processes.

The knowledge and process dimensions

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marek Szelągowski
Keyword(s):  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Holistic Approach ◽  
Content Type ◽  
Different Dimensions ◽  
Knowledge Intensive ◽  
The Relationship ◽  
Practical Implications ◽  
Theoretical Reflection

Purpose The aim of this article is to present the relationship between the nature of business processes (BPs) and the nature of knowledge used in the course of their execution on the basis of an analysis of the relevance of different dimensions of BPs. The conclusion presented herein points to the inextricable relationship between business process management (BPM) and knowledge management (KM) in the knowledge economy (KE). Design/methodology/approach The paper is conceptual in nature and is grounded in the theories of BPM and KM. Findings The article analyses the significance of the changing nature of BPs for particular dimensions of BPs, as well as the relationships between the nature of BPs and the kinds of knowledge used in subsequent stages of the BPM Lifecycle. These relationships, which are primarily tied to the dimensions of BP Unpredictability and Knowledge-intensity, should be taken into account in each element of the BPM ecosystem to a larger degree, the larger the significance of processes which require dynamic management in an organization. Research limitations/implications The article is a contribution to the theoretical reflection on the holistic approach to BPM. It expressly points to the inevitable necessity of integration (dynamic) BPM with KM, with the exception of the specific case of traditional BPM, which encompasses structured BPs. This integration requires us to take into account the influence of KM in virtually all of the elements of the BPM ecosystem. Practical implications The article points to the necessity of researching the nature of executed and managed BPs as early as in the course of preparing the organization to implement BPM in the KE. The aim is to select and/or adapt implementation methodologies and systems, supporting BPM in the organization to the real BPs nature. The analysis presented in the article on the dimensions of BPs points to the particular significance of the method of adjusting elements of the BPM ecosystem in the execution and analysis and diagnosis stages of the BPM lifecycle. Originality/value The article presents an original view of the interrelations between BPM and KM in the knowledge intensive organizations (KIOs) in the KE.

Managerial perspectives of big data analytics capability towards product innovation

2018 ◽  
Vol 34 (8) ◽  
pp. 33-35 ◽  
Author(s):  
Kar Hooi Tan
Keyword(s):  
Big Data ◽  
Organizational Performance ◽  
Data Analytics ◽  
Big Data Analytics ◽  
Content Type ◽  
Pertinent Information ◽  
The Subject ◽  
The Relationship ◽  
Published Research ◽  
Practical Implications

Purpose Although published research is limited to big data, some research focuses on the challenges that companies face in implementing big data projects. Specifically, in the field of information systems, researchers realize that the success of Big Data projects is not only the result of data and analytics tools and processes, but also includes broader aspects. To address this issue, people have come up with a perception of big data analytics capabilities, often defined as the ability of businesses to take advantage of data management, infrastructure, and talent to turn business into competencies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The relationship between analytics and organizational performance has been the subject of the extant research. Prior studies have highlighted the direct influence of analytics on organizational performance. For example, big data analytics capabilities are significantly correlated with market performance and operational performance. The mechanisms through which analytics affect organizations were also examined from various perspectives. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Business processes exceptions in relation to operational performance

2019 ◽  
Vol 25 (5) ◽  
pp. 908-922 ◽  
Author(s):  
Remco Dijkman ◽  
Oktay Turetken ◽  
Geoffrey Robert van IJzendoorn ◽  
Meint de Vries
Keyword(s):  
Business Process ◽  
Process Model ◽  
Business Processes ◽  
Process Models ◽  
Operational Performance ◽  
Normal Flow ◽  
Throughput Time ◽  
Content Type ◽  
Business Process Models ◽  
Practical Implications

Purpose Business process models describe the way of working in an organization. Typically, business process models distinguish between the normal flow of work and exceptions to that normal flow. However, they often present an idealized view. This means that unexpected exceptions – exceptions that are not modeled in the business process model – can also occur in practice. This has an effect on the efficiency of the organization, because information systems are not developed to handle unexpected exceptions. The purpose of this paper is to study the relation between the occurrence of exceptions and operational performance. Design/methodology/approach The paper does this by analyzing the execution logs of business processes from five organizations, classifying execution paths as normal or exceptional. Subsequently, it analyzes the differences between normal and exceptional paths. Findings The results show that exceptions are related to worse operational performance in terms of a longer throughput time and that unexpected exceptions relate to a stronger increase in throughput time than expected exceptions. Practical implications These findings lead to practical implications on policies that can be followed with respect to exceptions. Most importantly, unexpected exceptions should be avoided by incorporating them into the process – and thus transforming them into expected exceptions – as much as possible. Also, as not all exceptions lead to longer throughput times, continuous improvement should be employed to continuously monitor the occurrence of exceptions and make decisions on their desirability in the process. Originality/value While work exists on analyzing the occurrence of exceptions in business processes, especially in the context of process conformance analysis, to the best of the authors’ knowledge this is the first work that analyzes the possible consequences of such exceptions.

A theory of contingent business process management

2019 ◽  
Vol 25 (6) ◽  
pp. 1291-1316 ◽  
Author(s):  
Sarah Zelt ◽  
Jan Recker ◽  
Theresa Schmiedel ◽  
Jan vom Brocke
Keyword(s):  
Information Processing ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Empirical Studies ◽  
Theory Development ◽  
Process Performance ◽  
Research Strategies ◽  
Content Type

Purpose Many researchers and practitioners suggest a contingent instead of a “one size fits all” approach in business process management (BPM). The purpose of this paper is to offer a contingency theory of BPM, which proposes contingency factors relevant to the successful management of business processes and that explains how and why these contingencies impact the relationships between process management and performance. Design/methodology/approach The authors develop the theory by drawing on organizational information processing theory (OIPT) and applying an information processing (IP) perspective to the process level. Findings The premise of the model is that the process management mechanisms such as documentation, standardization or monitoring must compensate for the uncertainty and equivocality of the nature of the process that has to be managed. In turn, managing through successful adaptation is a prerequisite for process performance. Research limitations/implications The theory provides a set of testable propositions that specify the relationship between process management mechanisms and process performance. The authors also discuss implications of the new theory for further theorizing and outline empirical research strategies that can be followed to enact, evaluate and extend the theory. Practical implications The theory developed in this paper allows an alternative way to describe organizational processes and supports the derivation of context-sensitive management approaches for process documentation, standardization, monitoring, execution and coordination. Originality/value The theoretical model is novel in that it provides a contextualized view on BPM that acknowledges different types of processes and suggests different mechanisms for managing these. The authors hope the paper serves as inspiration both for further theory development as well as to empirical studies that test, refute, support or otherwise augment the arguments.

Social business process management

2019 ◽  
Vol 26 (1) ◽  
pp. 191-211
Author(s):  
Patricia Bazan ◽  
Elsa Estevez
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
New Technologies ◽  
State Of The Art ◽  
Implicit Knowledge ◽  
Social Software ◽  
Social Business ◽  
Content Type

Purpose The purpose of this paper is to assess the state of the art of social business process management (Social BPM), explaining applied approaches, existing tools and challenges and to propose a research agenda for encouraging further development of the area. Design/methodology/approach The methodology comprises a qualitative analysis using secondary data. The approach relies on searches of scientific papers conducted in well-known databases, identifying research work related to Social BPM solutions and those contributing with social characteristics to BPM. Based on the identified papers, the authors selected the most relevant and the latest publications, and categorized their contributions and findings based on open and selective coding. In total, the analysis is based on 51 papers that were selected and analyzed in depth. Findings Main results show that there are several studies investigating modeling approaches for socializing process activities and for capturing implicit knowledge possessed and used by process actors, enabling to add some kind of flexibility to business processes. However, despite the proven interest in the area, there are not yet adequate tools providing effective solutions for Social BPM. Based on our findings, the authors propose a research agenda comprising three main lines: contributions of social software (SS) to Social BPM, Social BPM as a mechanism for adding flexibility to and for discovering new business processes and Social BPM for enhancing business processes with the use of new technologies. The authors also identify relevant problems for each line. Practical implications Some SS tools, like wikis, enable managing social aspects in executing business processes and can be used to coordinate simple business processes. Despite they are commonly used, they are not yet mature tools supporting Social BPM and more efficient tools are yet to appear. The lack of tools preclude organizations from benefitting from implicit knowledge owned by and shared among business process actors, which could contribute to better-informed decisions related to organizational processes. In addition, more research is needed for considering Social BPM as an approach for organizations to benefit from the adoption of new technologies in their business processes. Originality/value The paper assesses the state of the art in Social BPM, an incipient area in research and practice. The area can be defined as the intersection of two bigger areas highly relevant for organizations; on the one hand, the management and execution of business processes; and on the other hand, the use of social software, including social media tools, for leveraging on implicit knowledge shared by business process actors to improving efficiency of business processes.

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