scholarly journals Prosumers’ Engagement in Business Process Innovation – The Case of Poland and the UK

10.28945/4320 ◽  
2019 ◽  
Vol 14 ◽  
pp. 119-143 ◽  
Author(s):  
Ewa Wanda Ziemba ◽  
Monika Eisenbardt ◽  
Roisin Mullins ◽  
Sandra Dettmer
Keyword(s):  
Knowledge Sharing ◽  
Business Process ◽  
Business Processes ◽  
Process Innovation ◽  
Consumer Involvement ◽  
Survey Study ◽  
Future Research ◽  
Knowledge Based Economy ◽  
Customer Services ◽  
The Uk

Aim/Purpose: The main purpose of this paper is to identify prosumers’ engagement in business process innovation through knowledge sharing. Background: In the increasingly competitive knowledge-based economy, companies must seek innovative methods of doing business, quickly react to consumer demand, and provide superior value to consumers. Simultaneously, contemporary consumers, named “prosumers”, want to be active co-creators of value and satisfy their consumption needs through collaboration with companies for co-creation, co-design, co-production, co-promotion, co-pricing, co-distribution, co-consumption, and co-maintenance. Consequently, consumer involvement in development and improvement of products and business process must be widely analyzed in various contexts. Methodology: The research is a questionnaire survey study of 388 prosumers in Poland and 76 in the UK. Contribution The contribution of this research is twofold. First, it identifies how prosumers can be engaged in business processes through knowledge sharing. Second, it investigates the differences between Poland- and UK-based prosumers in engagement in business process. Findings: The study found that prosumers are engaged in knowledge sharing at each stage of the business process innovation framework. However, there are differences in the types of processes that draw on prosumers’ engagement. Prosumers in Poland are found to engage mostly in the business process of developing and managing products, whereas prosumers in the UK engage mostly in the business process of managing customer services. Recommendations for Practitioners: This study provides practitioners with guidelines for engaging prosumers and their knowledge sharing to improve process innovation. Companies gain new insight from these findings about prosumers’ knowledge sharing for process innovation, which may help them make better decisions about which projects and activities they can engage with prosumers for future knowledge sharing and creating prospective innovations. Recommendations for Researchers: Researchers may use this methodology and do similar analysis with different samples in Poland, the UK, and other countries, for many additional comparisons between different groups and countries. Moreover, a different methodology may be used for identifying prosumers’ engagement and knowledge sharing for processes improvement. Future Research: This study examined prosumers’ engagement from the prosumers’ standpoint. Therefore prosumers’ engagement from the company perspective should be explored in future research.

scholarly journals Prosumers’ Engagement in Business Process Innovation – The Case of Poland and the UK

10.28945/4229 ◽  
2019 ◽  
Keyword(s):  
Knowledge Sharing ◽  
Business Process ◽  
Business Processes ◽  
Process Innovation ◽  
Consumer Involvement ◽  
Survey Study ◽  
Future Research ◽  
Knowledge Based Economy ◽  
Customer Services ◽  
The Uk

[This Proceedings paper was revised and published in the 2019 issue of the Interdisciplinary Journal of Information, Knowledge, and Management, Volume 14.] Aim/Purpose: The main purpose of this paper is to identify prosumers’ engagement in business process innovation through knowledge sharing. Background: In the increasingly competitive knowledge-based economy, companies must seek innovative methods of doing business, quickly react to consumer demand, and provide superior value to consumers. Simultaneously, contemporary consumers, named “prosumers”, want to be active co-creators of value and satisfy their consumption needs through collaboration with companies for co-creation, co-design, co-production, co-promotion, co-pricing, co-distribution, co-consumption, and co-maintenance. Consequently, consumer involvement in development and improvement of products and business process must be widely analyzed in various contexts. Methodology: The research is a questionnaire survey study of 388 prosumers in Poland and 76 in the UK. Contribution The contribution of this research is twofold. First, it identifies how prosumers can be engaged in business processes through knowledge sharing. Second, it investigates the differences between Poland- and UK-based prosumers in engagement in business process. Findings: The study found that prosumers are engaged in knowledge sharing at each stage of the business process innovation framework. However, there are differences in the types of processes that draw on prosumers’ engagement. Prosumers in Poland are found to engage mostly in the business process of developing and managing products, whereas prosumers in the UK engage mostly in the business process of managing customer services. Recommendations for Practitioners: This study provides practitioners with guidelines for engaging prosumers and their knowledge sharing to improve process innovation. Companies gain new insight from these findings about prosumers’ knowledge sharing for process innovation, which may help them make better decisions about which projects and activities they can engage with prosumers for future knowledge sharing and creating prospective innovations. Recommendations for Researchers: Researchers may use this methodology and do similar analysis with different samples in Poland, the UK, and other countries, for many additional comparisons between different groups and countries. Moreover, a different methodology may be used for identifying prosumers’ engagement and knowledge sharing for processes improvement. Future Research: This study examined prosumers’ engagement from the prosumers’ standpoint. Therefore prosumers’ engagement from the company perspective should be explored in future research.

Incorporating Knowledge Sharing As a Sustainable Competitive Advantage with Business Processes

2013 ◽  
Vol 3 (3) ◽  
pp. 41-53
Author(s):  
Maziar Azimzadeh Irani ◽  
Mohd Zulkifli Mohd Ghazali ◽  
Hassan Mohd. Osman
Keyword(s):  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Business Process ◽  
Business Processes ◽  
Management Decision ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
Management Decision Making

Objective - This paper aims to clarify the importance of knowledge sharing application in businesses, and to illuminate the effect of knowledge sharing as the key compartment of knowledge management on business process and organizational performance based on current research. Finally, this paper endeavours to suggest a model and some recommendation for future research. Methodology/Technique - A qualitative method based on a comprehensive search of numerous leading databases has been utilized for the purpose of this study. Findings - Knowledge sharing influences organizational performance from diverse aspects like; management, decision making, and production procedure. In knowledge based societies, the ability of a company to create, sustain, and communicate knowledge has a major impact on its performance. Knowledge sharing is the basis of competitive advantage due to its implicit dimension and the complexity to imitate or substitute. Therefore, companies who are capable of achieving a successful knowledge sharing are likely to perform better. Novelty - Knowledge sharing affects business overall performance. Therefore, knowledge sharing should be incorporated into business processes in order to maintain a business, organizational performance at a competitive level. Type of Paper: Review Keywords: Knowledge Sharing; Business Process; Organizational Performance;Organizational Success; Competitive Advantage.

Reengineering a Green Business

2013 ◽  
pp. 1-11
Author(s):  
Yi-Chen Lan
Keyword(s):  
Business Process ◽  
Performance Monitoring ◽  
Business Processes ◽  
Life Cycles ◽  
Future Research ◽  
Environmentally Sustainable ◽  
Process Characteristics ◽  
Sustainable Operation ◽  
Green Business ◽  
Corporate Social

A green environment is a social as well as business issue. Business enterprises, as a large part of the global community, are obliged to make endeavours toward an environmentally sustainable operation that reflects their corporate social responsibility. One of the effective approaches of making business operations more environmental friendly is to undertake business process reengineering with the strategic focus on green perspective. This paper discusses the reengineering of a green business from its process viewpoint. This reengineering of business processes is undertaken in the context of five areas of green business characteristics (necessary, effective, efficient, agile, and measureable) and their corresponding life cycles. This analysis paves the path for an in-depth research agenda for developing and operating green business processes in organizations. The framework is explained with five key phases namely, 1) examining business processes with green process characteristics, 2) integrating business processes with the environmental standards, 3) green business process redesign, 4) training programs development and change management, and 5) performance monitoring and process improvement. The paper concludes with a suggestion of the framework validation and future research directions.

Identification and Measurement of the Knowledge-Sharing Requirements in Collaborative Business Processes

2011 ◽  
pp. 215-231
Author(s):  
Farhad Daneshgar
Keyword(s):  
Knowledge Sharing ◽  
Conceptual Model ◽  
Business Process ◽  
Business Processes ◽  
Modelling Language ◽  
Collaborative Processes ◽  
Semantic Concepts ◽  
Analysis Of Knowledge ◽  
What Matters

This chapter introduces a modelling language called Awareness Net for both representation as well as measuring the knowledge-sharing requirements in collaborative business processes. It is a conceptual model that facilitates representation and analysis of knowledge-sharing requirements of the actors in collaborative business processes. The representation and measurement are handled by a set of collaborative semantic concepts and their relationships. The proposed language enforces overall specification of what matters to the actors in collaborative processes when collaborating in business process to keep them aware of the collaboration context.

Knowledge Sharing From Employee's Perspective

2019 ◽  
pp. 1-20 ◽  
Author(s):  
Jianping Peng ◽  
Jing ("Jim") Quan ◽  
Guoying Zhang ◽  
Alan J. Dubinsky
Keyword(s):  
Social Network ◽  
Knowledge Sharing ◽  
Social Relationship ◽  
Contextual Performance ◽  
Survey Study ◽  
Interpersonal Interaction ◽  
Future Research ◽  
Professional Employees ◽  
High Level ◽  
The Impact

This chapter combines three less-studied factors on employee knowledge sharing, namely, social relationship, contextual performance, and IT competence. Using a survey study that was targeted to professional employees in a R&D department, we reveal that both social relationship—which incorporates degree of centrality of employee's social network and frequency of interpersonal interaction—and employee's contextual performance have significant positive impacts on knowledge sharing. This association, however, is found to be further positively moderated by employee's IT competence. Our work extends the literature pertaining to knowledge sharing by, not only providing an enhanced approach to measure social relationship, but also emphasizing that social relationship or contextual performance can magnify the impact on knowledge sharing through a high level of IT competence. The findings provide managerial and future research insights pertaining to promoting knowledge sharing by enhancing social relationship, rewarding contextual performance, and improving IT competence of employees.

Intelligent Networking and Business Process Innovation

2010 ◽  
pp. 1412-1424
Author(s):  
Richard A. Gershon
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Business Processes ◽  
Process Innovation ◽  
Just In Time ◽  
Intelligent Network ◽  
Case Study Analysis ◽  
Small Organizations ◽  
Box Office ◽  
Intelligent Networking

Today, innovation is much more about much than just developing new products. It is about reinventing business processes and building entirely new markets to meet untapped customer needs. This chapter will examine the subject of business process innovation which involves creating systems and methods for improving organizational performance. Special attention is given to the topic of intelligent networking which represents the combination of software, technology, and electronic pathways that makes business process innovation possible for both large and small organizations alike. A central tenet is that the intelligent network is not one network, but a series of networks designed to enhance world-wide communication for business and residential users. Two very different kinds of intelligent networks are discussed in this chapter. The first involves satellite-to-cable television networking where the emphasis is on program distribution to the end consumer. The second is a supply chain management network where the emphasis is on just-in-time manufacturing. Each of the said networks represents a highly innovative business process and share the common goal of improving organizational performance. The information presented in this chapter is theory-based and supported by a case-study analysis of Home Box Office, Inc. and Dell Computers.

Information Architectural Design in Business Process Reengineering

1996 ◽  
Vol 11 (1) ◽  
pp. 27-37 ◽  
Author(s):  
William J. Kettinger ◽  
James T.C. Teng ◽  
Subashish Guha
Keyword(s):  
Business Process ◽  
Architectural Design ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Information Architecture ◽  
Future Research ◽  
Process Reengineering ◽  
Process Redesign ◽  
High Profile ◽  
The Relationship

Business process reengineering and information architecture share a common strategic and business process focus. Both can be mutually supportive of each other's objectives. Information architecture design can produce a stable IA capable of supporting existing as well as improved business processes. Reciprocally, business process redesign (BPR) provides a high profile business justification for the IA endeavour. Given proper collaboration between corporate and IT strategic planners, both BPR and IA efforts should produce a number of valuable common outputs. These include the identification of business processes within an organization, the prioritization of these processes based on their strategic relevance, the establishment of process performance measures, and the modelling of these processes and their supporting information resources. A synergistic model of IA and BPR is presented and selected IA techniques and modelling methods are recommended. Future research is suggested concerning the need to test the relationship between BPR and IA.

Reengineering a Green Business

2011 ◽  
Vol 2 (1) ◽  
pp. 1-11 ◽  
Author(s):  
Yi-Chen Lan
Keyword(s):  
Business Process ◽  
Performance Monitoring ◽  
Business Processes ◽  
Life Cycles ◽  
Future Research ◽  
Process Redesign ◽  
Environmentally Sustainable ◽  
Process Characteristics ◽  
Sustainable Operation ◽  
Green Business

A green environment is a social as well as business issue. Business enterprises, as a large part of the global community, are obliged to make endeavours toward an environmentally sustainable operation that reflects their corporate social responsibility. One of the effective approaches of making business operations more environmental friendly is to undertake business process reengineering with the strategic focus on green perspective. This paper discusses the reengineering of a green business from its process viewpoint. This reengineering of business processes is undertaken in the context of five areas of green business characteristics (necessary, effective, efficient, agile, and measureable) and their corresponding life cycles. This analysis paves the path for an in-depth research agenda for developing and operating green business processes in organizations. The framework is explained with five key phases namely, 1) examining business processes with green process characteristics, 2) integrating business processes with the environmental standards, 3) green business process redesign, 4) training programs development and change management, and 5) performance monitoring and process improvement. The paper concludes with a suggestion of the framework validation and future research directions.

Electronic Commerce Strategy in the UK Electricity Industry

2009 ◽  
pp. 1478-1497
Author(s):  
Duncan R. Shaw ◽  
Christopher P. Holland ◽  
Peter Kawalek ◽  
Bob Snowdon ◽  
Brian Warboys
Keyword(s):  
Business Process ◽  
Design Theory ◽  
Business Processes ◽  
Interaction Model ◽  
Electricity Industry ◽  
Consumer Behaviors ◽  
Technical Standards ◽  
Regulatory Law ◽  
The Uk ◽  
Business To Business

This paper investigates the collective use of a simple modeling technology by highly complex, heterogeneous and numerous groups of stakeholders who heavily depend upon it to mediate their interactions. We use economic theory, design theory, complex systems theory and business process modeling concepts to analyze deregulation and business to business interaction in the UK electricity industry, and the strategic business and IT response of Electric Co, a large electricity supply company. The relevance of this study comes from its investigation of a novel example of the shaping of a whole sector’s ebusiness through regulatory law and thus we are concerned with enterprise and inter-enterprise systems not purely with ERP systems. We focus on model-based business interaction and its effect upon the business and consumer behaviors of a whole country’s electricity sector. This sector is a socio-technical system; so business processes and consumer behaviors are not only shaped by the regulator’s legally enforced business to business process interaction model, but the opinions of businesses and the public also influence how the regulator updates its model. Thus business behaviors, consumer behaviors and the model interact to shape each other. By moving from intra to inter-organizational business processes we seek to demonstrate and explain the value of models in e-business where the complexity of interacting business systems involves many thousands of parameters. We show how developments in technical standards and business process management are related to inter-organizational interaction and coordination.

scholarly journals Exploring potentials of digital nudging for business processes

2020 ◽  
Vol 26 (6) ◽  
pp. 1329-1347
Author(s):  
Sandra Bammert ◽  
Ulrich Matthias König ◽  
Maximilian Roeglinger ◽  
Tabitha Wruck
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Future Research ◽  
Content Type ◽  
Process Improvements ◽  
Business Environments ◽  
Digital Nudging ◽  
Agile Process

PurposeBusiness process improvement is vital for organizations as business environments are becoming ever more volatile, uncertain, complex and ambiguous. Process improvement methods help organizations sustain competitiveness. Many existing methods, however, do not fit emerging business environments as they entail initiatives with long implementation times, high investments and limited involvement of process participants. What is needed are agile process improvement approaches. The purpose of this paper is to explore the potential of digital nudging – a concept offering tools that lead individuals to better decisions – to improve business processes.Design/methodology/approachUsing process deviance as theoretical lens, an online experiment with 473 participants is conducted. Within the experiment, business processes and digital nudges are implemented to examine whether digital nudging can mitigate the weaknesses of existing process improvement methods.FindingsDigital nudging can influence the decisions of process participants and entail positive process deviance that leads to process improvement opportunities. Further, the research gives a first hint on the effectiveness of different digital nudges and lays the foundation for future research.Research limitations/implicationsSince exploring a completely new field of research and conducting the experiment in a synthetic environment, the paper serves as a first step toward the combination of digital nudging, business process improvements and positive process deviance.Originality/valueThe major achievement reported in this paper is the exploration of a new field of research. Thus, digital nudging shapes up as a promising foundation for agile process improvement, a discovery calling for future research at the intersection of digital nudging and business process management.

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