scholarly journals Methodology for business process development in the digital economy in the formation of a sustainable industrial development mechanism

Upravlenie ◽  
2022 ◽  
Vol 9 (4) ◽  
pp. 65-74
Author(s):  
O. E. Astafyeva
Keyword(s):  
Business Process ◽  
Industrial Development ◽  
Process Management ◽  
Business Processes ◽  
Process Development ◽  
Digital Economy ◽  
Digital Transformation ◽  
Business Organisation ◽  
Digital Ecosystem ◽  
The Impact

The article considers the methodology of business process development in the digital business transformation. The aim of the study was to determine the dependence of sustainable enterprise development on the organisation of stakeholder engagement in the context of the digital ecosystem and the organisation of effective digital asset management.Taking into account the aim of the study, the main objectives are to study international experience of managing business development in digital transformation, determine the impact of ecosystems on business organisation and management of business processes and sustainability, and develop recommendations for business model formation and its alignment with the ecosystem market needs.The study resulted in the development of a sustainability framework in the digital ecosystem and proposals for digital ecosystem configurations that focus on giving and generating “value” when applying new ways and methods of “platform” interaction in the digital economy. Sustainability in digital transformation and ecosystematic business organisation depends on how digital assets are managed and approaches used to resource management. This process requires consideration of the methodology for business process development and research into changes in the external environment, identifying the possibility of integrating actors into the digital ecosystem development processes and defining tools for business process management.

scholarly journals CONTEMPORARY MANAGEMENT OF BUSINESS PROCESSES WITHIN THE SUPPLY CHAIN OF FASHION INDUSTRY

2020 ◽  
pp. 36-39
Author(s):  
Andrea Dobrosavljević ◽  
Snežana Urošević
Keyword(s):  
Supply Chain ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Demand Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Fashion Industry ◽  
The Impact

Business processes are present in all types of organizations, regardless of the size or industry within which the organization operates. Successful business process management (BPM) is an indicator of the level of process maturity of the organization. Within the supply chain, it is possible to observe the presence of business processes of a collaborative nature, as BPM relies on the principles of partnership, development, and exchange of information through links that exist within this chain between all actors [1]. Within this paper, BPM in the relations with suppliers and consumers within the supply chain of organizations operating in the fashion industry is considered. Lambert [2] lists eight macro processes that take place in the supply chain, between suppliers, manufacturers, distributors, retailers and end consumers, as follows: customer relationship management, supplier relationship management, demand management, order execution, fl ow management production, product development and commercialization and return management. Within this paper, a research is presented which analyzes the segments of managing collaborative business processes within the supply chain of the fashion industry, based on the responses of 508 managers and employees in the fashion industry in the Republic of Serbia. The needs for the development of certain segments in accordance with the needs of modern business process management have been explored.Scientifi c novelty. The research part of this paper relies on the application of Friedman's test which enables the analysis of the current state of BPM in relations with suppliers and consumers within the supply chain of the fashion industry, expressed through workers' responses with a ranking of their preferences. This paper contributes to the creation of a knowledge base within the research in the fi eld of the impact of BPM on improvements in the supply chain, on the basis of which it is possible to conduct further research and upgrade knowledge.Practical value. The fi ndings derived from the results of research of this type contribute to the development of the business from various aspects. The benefi ts can be refl ected not only through the strengthening of the competitive position but also through the sustainability of business on the basis of adequate application of BPM practices in all business segments. Accordingly, in addition to the scientifi c novelty, which is refl ected in the results of the rese arch work, there is a practical novelty, which is refl ected in the guidelines for the development of modern BPM within the supply chain of the fashion industry.

Benefits and Challenges for Business Process Management in the Cloud

2016 ◽  
pp. 2096-2121
Author(s):  
Ute Riemann
Keyword(s):  
Cloud Computing ◽  
Business Process ◽  
Information Exchange ◽  
Business Process Management ◽  
Process Management ◽  
Business Models ◽  
Business Processes ◽  
Process Development ◽  
Cloud Service ◽  
Cloud Infrastructure

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.

Alignment patterns for process-oriented appraisals and rewards: using HRM for BPM capability building

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aygun Shafagatova ◽  
Amy Van Looy
Keyword(s):  
Case Studies ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Multidimensional Analysis ◽  
Content Type ◽  
Process Oriented ◽  
Process Context ◽  
The Impact ◽  
Employee Appraisals

PurposeWhile the business process management (BPM) literature highlights the significance of aligning employee appraisals and rewards practices with business processes, little is known about the realization. The purpose of this paper is to concretize the impact of process-oriented appraisals and rewards on business process performance and to provide empirical evidence on how organizations actually align their appraisals and rewards practices with BPM.Design/methodology/approachA mixed-method approach has been employed by combining survey results with case studies to offer first-hand evidence. Survey data have been used to quantify the real impact of process-oriented appraisals and rewards. Next, case studies with 10 organizations have allowed us to gain deeper insight into organizational practices for making appraisals and rewards more process-oriented.FindingsThe survey proves that process-oriented employee appraisals and rewards positively affect performance if different employee levels are involved. The case studies reveal similarities and differences in alignment efforts across organizations, based on pattern-matching and a multidimensional analysis, resulting in four alignment patterns.Research limitations/implicationsThe findings extend knowledge about appraisals and rewards within a business process context by providing a quantification and pattern refinement, which specifically advance a BPM-facilitating culture.Practical implicationsManagers and executives benefit from the recommendations for a gradual BPM adoption to improve the success of their business processes and their people-related practices.Originality/valueThe authors offer one of the first in-depth, cross-disciplinary studies that intend to bridge between the disciplines of BPM and human resource management (HRM).

scholarly journals INFORMATION SUPPORT FOR ENTERPRISE BUSINESS PROCESS DEVELOPMENT MANAGEMENT

Management ◽  
2018 ◽  
Vol 27 (1) ◽  
pp. 100-110
Author(s):  
Olena O. YERSHOVA
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Support System ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Process Development ◽  
Information Support ◽  
Management Mechanism ◽  
Development Management

Introduction. Contemporary market realia urge companies towards a transition from functional to process-based management, with processes as the key object of control. Effective business process management enables organizations to reduce costs and increase profitability. In case the management vector is shifted towards a company’s business process development, that involves constant monitoring and optimization, it will also contribute to gaining long-term sustainable competitive advantage. Since modern business environment is intrinsically inseparable from scientific information and intellectual attainments and their implementation results (information technology), management of business process development must be supplemented by powerful information support.The research objective is to provide deeper insights into conceptual framework and structural components of the information support system to facilitate enterprise business process development management as well as to identify the key factors to be considered when designing information software.Research methods. The following methods were used within the current study: comparison, systematic approach, analysis, modeling, synthesis and analytical framework.Findings. Modern approaches to building information support framework for an enterprise as a whole. The importance to provide a description of business processes is argued to design an effective information support system for business processes and their development management mechanism. An author’s original model of information support structure for business process management has been suggested.Conclusions. Complete and accurate information support for business processes is critical to ensure their effective operation. The information support for ensuring business process development management mechanism encompasses the formation and subsequent functioning of the overall system which includes information resources, information technology, software, and corresponding personnel, with following up further division by information support subsystems for providing in-depth analysis and ease of convenience, i.e. the information platform of the of business process development management mechanism.

Benefits and Challenges for BPM in the Cloud

2019 ◽  
pp. 1844-1868
Author(s):  
Ute Riemann
Keyword(s):  
Cloud Computing ◽  
Business Process ◽  
Information Exchange ◽  
Process Management ◽  
Business Models ◽  
Business Processes ◽  
Process Development ◽  
Cost Effective ◽  
Cloud Service ◽  
Cloud Infrastructure

Business processes are not only variable, they are dynamic as well. A key benefit of BPM is the ability to adjust 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 that allows 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” summarized 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, 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. In order to be classified as a PaaS a BPM suite requires the following capabilities: the architecture should be multi-tenant, it should be hosted 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, questions that need to be answered are as follows: 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 safeguards 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 A Conceptual Framework to Support Digital Transformation in Manufacturing Using an Integrated Business Process Management Approach

Designs ◽  
2020 ◽  
Vol 4 (3) ◽  
pp. 17
Author(s):  
Javaid Butt
Keyword(s):  
Conceptual Framework ◽  
Business Process ◽  
Industry 4.0 ◽  
Business Process Management ◽  
Process Management ◽  
New Technologies ◽  
Manufacturing Sector ◽  
Digital Transformation ◽  
Management Approach ◽  
The Impact

Digital transformation is no longer a future trend, as it has become a necessity for businesses to grow and remain competitive in the market. The fourth industrial revolution, called Industry 4.0, is at the heart of this transformation, and is supporting organizations in achieving benefits that were unthinkable a few years ago. The impact of Industry 4.0 enabling technologies in the manufacturing sector is undeniable, and their correct use offers benefits such as improved productivity and asset performance, reduced inefficiencies, lower production and maintenance costs, while enhancing system agility and flexibility. However, organizations have found the move towards digital transformation extremely challenging for several reasons, including a lack of standardized implementation protocols, emphasis on the introduction of new technologies without assessing their role within the business, the compartmentalization of digital initiatives from the rest of the business, and the large-scale implementation of digitalization without a realistic view of return on investment. To instill confidence and reduce the anxiety surrounding Industry 4.0 implementation in the manufacturing sector, this paper presents a conceptual framework based on business process management (BPM). The framework is informed by a content-centric literature review of Industry 4.0 technologies, its design principles, and BPM method. This integrated framework incorporates the factors that are often overlooked during digital transformation and presents a structured methodology that can be employed by manufacturing organizations to facilitate their transition towards Industry 4.0.

scholarly journals Optimization of business process management at the enterprise

2020 ◽  
pp. 79-84
Author(s):  
Nataliia Sarai
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Process Approach ◽  
Enterprise Management ◽  
Organization And Management ◽  
Theoretical Generalization ◽  
Definition Of ◽  
The Impact

Purpose. The aim of the article is the development of theoretical, methodological provisions and practical recommendations for determining the content of business process and process approach in management of the enterprise, substantiation of classification features of grouping business processes and identifying indicators of evaluation of business processes of the enterprise and factors influencing their effectiveness. Methodology of research. The theoretical and methodological basis of the study is the position of modern economic theory, scientific works of domestic and foreign scientists to optimize the management of business processes at the enterprise. The following general scientific methods of research are used to achieve this goal: system-structural and terminological analysis – to streamline the conceptual and terminological apparatus regarding the economic content of the category "business process"; grouping, comparison and theoretical generalization – for the study of scientific works on the problems of business process management at the enterprise; inductions and deductions – to study the classification features of business process grouping and identify business process evaluation indicators at the enterprise; abstract and logical – for theoretical generalization and formulation of conclusions. Findings. The necessity of applying the process approach to the organization and management of the enterprise is substantiated. The economic essence of the category "business process" is determined. It is established that a business process is a structured sequence of actions to perform an appropriate type of activity at all stages of the life cycle of the subject activity. Characteristics of business processes: presence of internal and external users; functioning within and between divisions of the company and between different organizations; based on the way in which the organization works. The main characteristics of quality of business processes of the enterprise are determined, namely: effectiveness; efficiency; adaptability; anti-corruption. Originality. There was further development of the definition of the content of the business process and process approach in management of the enterprise are generalized, the classification features of grouping of business processes are substantiated and the possibilities of application of indicators of estimation of business processes of enterprise and factors of influence on their efficiency in management of domestic enterprises are offered. Practical value.Recommendations are proposed which define the conditions for ensuring optimization of business process management at the enterprise, in particular: application of the process approach to enterprise management; use of a scorecard to evaluate the business processes of an enterprise determining the impact of factors on their effectiveness. Key words: process; business process; process approach; indicator; factor; enterprise management.

scholarly journals Management of Business Processes and Export-Import Activity of Industrial Enterprises in the Digital Economy

2021 ◽  
Vol 39 (5) ◽  
Author(s):  
Olha Pyroh ◽  
Maryna Prokopenko ◽  
Liana Chernobay ◽  
Roman Kovalenko ◽  
Yuliia Papizh ◽  
...  
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Economic Effect ◽  
Digital Economy ◽  
Industrial Enterprise ◽  
Market Strategy ◽  
Industrial Enterprises ◽  
Key Indicators

In the conditions of the digital economy and integration in the international space, the management of business processes and the formation of a rational sequence of planning such activities are becoming increasingly important for enterprises engaged in export-import activities. The authors investigated the features of business process management of an industrial enterprise and their export-import activity management features. For example, key indicators of efficiency and indicators of productivity of business process of the industrial enterprise, to investigate tendencies of export-import activity of the industrial enterprises are considered.The study allowed to offer tools for business process management and export-import activities of industrial enterprises in the digital economy, namely the Algorithm for the formation of the market strategy of the enterprise to begin the implementation of the export-import activity, the indicator of the integrated economic effect from the export-import activity and the Scenario of management of export-import activity of industrial enterprises in interrelation with the management of business processes, which are used as a basis for strategic and operational planning, and later will be used to control plans.

MANAGEMENT OF COMPANY BUSINESS PROCESSES IN IMPLEMENTATION OF DIGITAL TRANSFORMATION

2020 ◽  
Vol 2 (6) ◽  
pp. 125-130
Author(s):  
O. P. OVCHINNIKOVA ◽  
◽  
S. E. GRISHIN ◽  
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Digital Transformation ◽  
Foreign Literature

Currently, issues related to digital transformation are updated. There are studies in Russian and foreign literature that touch upon various aspects of digital transformation. In addition, enterprises also understand the need for digital transformation, but there is no single understanding of how this transformation should be carried out in companies. This article provides recommendations for implementing digital transformation using the business process management (BPM) methodology.

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.

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