scholarly journals Elements of knowledge management in the improvement of business processes

Management ◽  
2016 ◽  
Vol 20 (2) ◽  
pp. 242-260 ◽  
Author(s):  
Renata Brajer-Marczak
Keyword(s):  
Knowledge Management ◽  
Research Methods ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Systematic Analysis ◽  
Knowledge Resources ◽  
Management Personnel ◽  
Analysis Measurement ◽  
The Subject

Summary The key role in process management is played by the systematic analysis, measurement and improvement of processes. The imperative of continuous introduction of changes in processes is the answer to the changing conditions of competition and the great dynamics in the expectations and preferences of customers. Information related to business process should be collected and formalized in order to improve the execution of processes. In connection with the above, it may be stated that the improvement of processes should be supported by the concept of knowledge management in the institutional sense where we refer to the structure of communication and information which enables the interaction between members of the organization. The purpose of the study is to present relations between process management and the concept of knowledge management, with particular attention being paid to the improvement of processes seen through the prism of knowledge resources. The execution of the objective formulated above made use of such research methods as research on the literature on the subject related to process management and knowledge management as well as the findings from the author’s own surveys conducted in 2015 among medium and lower management personnel in organizations improving processes.

The Importance of Process Thinking in Business Intelligence

2010 ◽  
Vol 1 (4) ◽  
pp. 29-46 ◽  
Author(s):  
Olivera Marjanovic
Keyword(s):  
Knowledge Management ◽  
Performance Management ◽  
Business Intelligence ◽  
Business Performance ◽  
Process Management ◽  
Business Processes ◽  
Systematic Analysis ◽  
Process Thinking ◽  
Strategy Alignment ◽  
Industry Sectors

The growing field of Operational Business Intelligence (BI) has resulted in increasing interest in BI-supported Business Processes (BPs), including their management and ongoing improvement. This has led BI practitioners to consider another field–Business Process Management (BPM)–that is closely related to business performance management. However, current approaches to the BPM and operational BI integration have been limited and reduced to the problem of technical integration of BPM and BI systems. This paper argues that by adopting process- thinking in BI, further opportunities for business value creation could be discovered through systematic analysis of the non-technical aspects of BI and BPM integration, including strategy alignment, human-centered knowledge management, and ongoing improvement of BI supported processes. The authors propose a theoretical framework founded in the related research in BPM, BI, and Knowledge Management (KM) fields, describing the ways it has been used to guide ongoing empirical research in diverse case organizations across different industry sectors.

Exploring the Possibility of Managing Knowledge With Business Process Management Software (BPMS)

2021 ◽  
pp. 433-447
Author(s):  
Alicia Martin-Navarro ◽  
María Paula Lechuga Sancho ◽  
José Aurelio Medina-Garrido
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Review Of The Literature ◽  
Management Software ◽  
Organizational Goal ◽  
Personal Level

Nowadays, knowledge management is a paradigm widely accepted and valued by organizations. Companies need the knowledge workers to have on a personal level to be transferred to the rest of their peers. In this way, they achieve that the best practices in the business processes are known by all employees and that is why managing this knowledge has become an important organizational goal. Currently, in the market, there are information systems that connect and coordinate the tasks of employees called business process management systems or BPMS. These technologies design the processes through modeling, which allows incorporating information and knowledge, as well as to disseminate them through the organization. The use of BPMS allows managing the knowledge within the processes, which improves the performance of the organization and adds value. This work aims to determine the connection between BPMS and knowledge management. For this, a narrative review of the literature relating both topics is carried out.

scholarly journals Knowledge management vs business process management in contemporary enterprises

2016 ◽  
Vol 8 (2) ◽  
pp. 31-37 ◽  
Author(s):  
Agnieszka Bitkowska
Keyword(s):  
Knowledge Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Literature Analysis ◽  
Management Processes ◽  
Challenging Research ◽  
Concepts Of Knowledge ◽  
Process Perspective

Abstract The main objective of this paper is to identify the system of knowledge management in contemporary process organizations in business process perspective, especially with regard to technological and social conditions. Methodology is based on literature analysis and case studies. The integration of knowledge management technologies, concepts and methods into organizational business processes is challenging research issue today. The concepts of knowledge management and business process management should be analyzed jointly in the contemporary enterprises. Despite of the growing interest among researchers and practitioners of the concept of the knowledge management referring to business process management there is a lack of articles in this area. Appropriate approach to the modelling of knowledge management processes, as well as the use of IT tools, and a motivation system are of key importance for the introduction of this solution in organizations.

The Importance of Process Thinking in Business Intelligence

2012 ◽  
pp. 76-94
Author(s):  
Olivera Marjanovic
Keyword(s):  
Knowledge Management ◽  
Performance Management ◽  
Business Intelligence ◽  
Business Performance ◽  
Process Management ◽  
Business Processes ◽  
Systematic Analysis ◽  
Process Thinking ◽  
Strategy Alignment ◽  
Industry Sectors

The growing field of Operational Business Intelligence (BI) has resulted in increasing interest in BI-supported Business Processes (BPs), including their management and ongoing improvement. This has led BI practitioners to consider another field–Business Process Management (BPM)–that is closely related to business performance management. However, current approaches to the BPM and operational BI integration have been limited and reduced to the problem of technical integration of BPM and BI systems. This paper argues that by adopting process- thinking in BI, further opportunities for business value creation could be discovered through systematic analysis of the non-technical aspects of BI and BPM integration, including strategy alignment, human-centered knowledge management, and ongoing improvement of BI supported processes. The authors propose a theoretical framework founded in the related research in BPM, BI, and Knowledge Management (KM) fields, describing the ways it has been used to guide ongoing empirical research in diverse case organizations across different industry sectors.

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 Importance of knowledge management in Mexico's large companies

2019 ◽  
pp. 1-9
Author(s):  
Perla Cristina Laguna-Córdoba ◽  
Artemio Jiménez-Rico ◽  
Ramón Navarrete-Reynoso
Keyword(s):  
Knowledge Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Research Work ◽  
Knowledge Generation ◽  
Competitive Advantages ◽  
Management Project

Objectives: The objective of this research work is to know and analyze the importance of knowledge management through the main lines of research related to knowledge management and the extent to which it involves people working for the welfare of an entity. Through it, companies can create and disseminate vital information in a systematic and efficient way in order to achieve better performance in the areas of the organization and improve its competitive advantages. Contribution: If organizations leverage these resources, they will be able to implement a system of transmission and knowledge generation that allows them to improve their business processes, improve the capabilities of their employees and obtain greater Benefits. Conditions should be created that allow knowledge management and business process management to complement each other. It is recommended to map each level of the process of conception of the knowledge management project, to better understand the steps and requirements that take place in them, and also facilitate the identification of inputs, outputs, resources and controls according to company characteristics.

scholarly journals Resource Controllability of Business Processes Under Conditional Uncertainty

2021 ◽  
Author(s):  
Matteo Zavatteri ◽  
Carlo Combi ◽  
Luca Viganò
Keyword(s):  
Access Control ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Autonomous Systems ◽  
Research Problem ◽  
Current Research Problem ◽  
Constraint Networks ◽  
Process Engine ◽  
A Current

AbstractA current research problem in the area of business process management deals with the specification and checking of constraints on resources (e.g., users, agents, autonomous systems, etc.) allowed to be committed for the execution of specific tasks. Indeed, in many real-world situations, role assignments are not enough to assign tasks to the suitable resources. It could be the case that further requirements need to be specified and satisfied. As an example, one would like to avoid that employees that are relatives are assigned to a set of critical tasks in the same process in order to prevent fraud. The formal specification of a business process and its related access control constraints is obtained through a decoration of a classic business process with roles, users, and constraints on their commitment. As a result, such a process specifies a set of tasks that need to be executed by authorized users with respect to some partial order in a way that all authorization constraints are satisfied. Controllability refers in this case to the capability of executing the process satisfying all these constraints, even when some process components, e.g., gateway conditions, can only be observed, but not decided, by the process engine responsible of the execution. In this paper, we propose conditional constraint networks with decisions (CCNDs) as a model to encode business processes that involve access control and conditional branches that may be both controllable and uncontrollable. We define weak, strong, and dynamic controllability of CCNDs as two-player games, classify their computational complexity, and discuss strategy synthesis algorithms. We provide an encoding from the business processes we consider here into CCNDs to exploit off-the-shelf their strategy synthesis algorithms. We introduce $$\textsc {Zeta}$$ Z E T A , a tool for checking controllability of CCNDs, synthesizing execution strategies, and executing controllable CCNDs, by also supporting user interactivity. We use $$\textsc {Zeta}$$ Z E T A to compare with the previous research, provide a new experimental evaluation for CCNDs, and discuss limitations.

Integration between knowledge management and business process management and its impact on the decision making process in the construction sector: a case study of Jordan

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sami Wasef Abuezhayeh ◽  
Les Ruddock ◽  
Issa Shehabat
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Decision Makers ◽  
Decision Making Process ◽  
Construction Sector ◽  
Content Type

Purpose The purpose of this paper is to investigate and explain how organizations in the construction sector can enhance their decision-making process (DMP) by practising knowledge management (KM) and business process management (BPM) activities. A conceptual framework is developed that recognises the elements that impact DMP in terms of KM and BPM. The development of this framework goes beyond current empirical work on KM in addition to BPM as it investigates a wider variety of variables that impact DMP. Design/methodology/approach A case study is undertaken in the context of the construction industry in Jordan. A theoretical framework is developed and assessment of the proposed framework was undertaken through a questionnaire survey of decision-makers in the construction sector and expert interviews. Findings The outcomes of this research provide several contributions to aid decision-makers in construction organizations. Growth in the usage of KM and BPM, in addition to the integration between them, can provide employees with task-related knowledge in the organization’s operative business processes, improve process performance, promote core competence and maximise and optimise business performance. Originality/value Through the production of a framework, this study provides a tool to enable improved decision-making. The framework generates a strong operational as well as theoretical approach to the organizational utilization of knowledge and business processes.

Benefits and Challenges for Business Process Management in the Cloud

2015 ◽  
Vol 5 (2) ◽  
pp. 80-104 ◽  
Author(s):  
Ute Riemann
Keyword(s):  
Cloud Computing ◽  
Business Process ◽  
Information Exchange ◽  
Business Process Management ◽  
Process Management ◽  
Business Models ◽  
Business Processes ◽  
Cloud Services ◽  
Cloud Infrastructure ◽  
Business Application

Business processes are not only variable they are as well dynamic. A key benefit of Business Process Management (BPM) is the ability to adjust business processes accordingly in response to changing market requirements. In parallel to BPM, enterprise cloud computing technology has emerged to provide a more cost effective solution to businesses and services while making use of inexpensive computing solutions, which combines pervasive, internet, and virtualization technologies (). Despite the slow start, the business benefits of cloud computing are as such that the transition of BPM to the cloud is now underway. Cloud services refer to the operation of a virtualized, automated, and service-oriented IT landscape allowing the flexible provision and usage-based invoicing of resources, services, and applications via a network or the internet. The generic term “X-as-a-Service” summarize the business models delivering almost everything as a service. BPM in the cloud is often regarded as a SaaS application. More recently, BPM is being regarded as a PaaS as it facilitates the creation and deployment of applications, in this case business process solutions. The PaaS landscape is the least developed of the four cloud based software delivery models previously discussed. PaaS vendors, such as IBM, Oracle, and Microsoft delivered an application platform with managed cloud infrastructure services however, more recently the PaaS market has begun to evolve to include other middleware capabilities including process management. BPM PaaS is the delivery of BPM technology as a service via a cloud service provider. For the classification as a PaaS a BPM suite requires the following capabilities: the architecture should be multi-tenant, hosting should be off premise and it should offer elasticity and metering by use capabilities. When we refer to BPM in the cloud, what we are really referring to is a combination of BPM PaaS and BPaaS (Business Process as a Service). Business Process as a Service (BPaaS) is a set of pre-defined business processes that allows the execution of customized business processes in the cloud. BPaaS is a complete pre-integrated BPM platform hosted in the cloud and delivered as a service, for the development and execution of general-purpose business process application. Although such a service harbors an economic potential there are remaining questions: Can an individual and company-specific business process supported by a standardized cloud solution, or should we protect process creativity and competitive differentiation by allowing the company to design the processes individually and solely support basic data flows and structures? Does it make sense to take a software solution “out of the box” that handles both data and process in a cloud environment, or would this hinder the creativity of business (process) development leading to a lower quality of processes and consequently to a decrease in the competitive positioning of a company? How to manage the inherent compliance and security topic. Within a completely integrated business application system, all required security aspects can be implemented as a safeguarding with just enough money. Within the cloud, however, advanced standards and identity prove is required to monitor and measure information exchange across the federation. Thereby there seems to be no need for developing new protocols, but a standardized way to collect and evaluate the collected information.

scholarly journals BPM and ECM: Similarities, differences, conceptual, and technological limits

2018 ◽  
Vol 30 (1) ◽  
pp. 95-105
Author(s):  
Marco Aurélio de Souza MENDES ◽  
Marcello Peixoto BAX
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Integrated Approach ◽  
Content Management ◽  
Enterprise Information ◽  
Technological Support ◽  
Enterprise Content Management ◽  
Unstructured Information

Abstract Enterprise information architectures still do not deliver all the value that comes from integrating structured and unstructured information. Enterprise Content Management and Business Process Management were developed as autonomous disciplines. Thus, Enterprise Content Management still occurs without formally considering the business processes that generate and manipulate content, while Business Process Management initiatives arise without a documented treatment of materials produced by the processes. The non-integrated approach to these disciplines collaborates to reduce the potential benefits expected in Organizational Change Management programs. In such context, the article discusses the interrelation between Business Process Management and Enterprise Content Management, approaching from a historical view of these disciplines, their conceptual limits, technological support, and dialogues that would benefit both initiatives. The paper contributes to clarify a question still vague in the field of Information Management, which is how to integrate Business Process Management and Enterprise Content Management treating structured and unstructured information in a unified manner. It discusses how to approach this issue in a broad scope of IM by combining the concepts of Enterprise Content Management and Business Process Management. Based on a literature review, the paper analyzes and synthesizes experiences in Enterprise Content Management and Business Process Management acquired in the context of a project carried out in a Power Sector Company. The article reveals problems in separating approaches to Enterprise Content Management and Business Process Management. It shows the importance of an effort for integration and presents three instruments that promote the linkage of the two initiatives, approximating process offices and analysts’ information.

Sign in / Sign up

Export Citation Format

Share Document