THE TRANSFORMATION OF BUSINESS PROCESS MANAGEMENT IN E-COMMERCE IN THE CONTEXT OF CURRENT BUSINESS DEVELOPMENT TRENDS

Process Management ◽

Business Processes ◽

Management Tools ◽

Scientific Heritage ◽

Management Level ◽

Current Period ◽

Basic Characteristics ◽

Dynamic changes in the world economy, technologies, needs and expectations of consumers force modern enterprises to constantly improve the ways of organization and tools of business process management in the field of e-commerce. It is important for the improvement of the theory, methodology, and practice of management to identify the main trends in the transformation of e-commerce management tools, problems and prospects for their use, and the characteristics of business processes in this area. At the same time, the analysis of the existing scientific heritage revealed insufficient coverage of the business process management specification in e-commerce under the influence of current trends in economic, technological, and social development as a whole. With this in mind, an attempt has been made to identify the basic characteristics and define the main trends in the transformation of business process management in e-commerce within the context of current business trends. The study reveals that influenced by certain trends, constraints, and new opportunities, modern businesses are increasingly turning their attention to the potential of e-commerce as a highly profitable and dynamic area. As a result, the improvement of business process management in this area is in demand and should become a way for modern companies to build and maintain a competitive advantage at the organizational and management level. The analyzed business trends influence the functioning of economic e-commerce entities, along with the specific characteristics of the current period of e-commerce development highlighted by the author. They allow us to present the relationship between the dynamics and specifics of the development in the past, present, and its potential in the future. These characteristics were considered when shaping directions for change of business process management in e-commerce due to the influence of current business trends. The article identifies the following determinants of change and development in e-commerce business processes: improving relationships with suppliers based on business process automation; systematically increase the effectiveness of interaction with customers; dissemination of integration of artificial intelligence; improvement of procedures for monitoring and analysis.

E-Business Process Management and IT Governance

Electronic Business ◽

10.4018/978-1-60566-056-1.ch114 ◽

2009 ◽

pp. 1843-1852

Author(s):

Pallab Saha

Keyword(s):

Business Process ◽

Information Technologies ◽

Process Management ◽

Business Processes ◽

It Governance ◽

Analysis Framework ◽

Use Of Technology ◽

End To End ◽

E-business process management (e-BPM) entails management of e-business processes with the customer initiating the process and involves non-linear processes with strong focus on value networks leveraging collaboration and alliances, rather than just business processes within the confines of the organization (Kim & Ramkaran, 2004). E-BPM requires organizations to take a process approach to managing their e-business processes (Smith & Fingar, 2003). The advent of business process reengineering (BPR) (Davenport, 1993; Hammer & Champy, 1993) resulted in numerous organizations initiating BPR programs. While BPR aims to enhance an organization’s process capability by adopting engineering discipline, e-BPM goes a step further and targets to improve the organizational process management capability (Smith & Fingar, 2004). Organizations target end-to-end business processes that deliver maximum customer value through e-BPM (Smith & Fingar, 2003). However, by their very nature, end-to-end business processes more often than not span multiple enterprises incorporating their individual value chains (Porter, 1985; Smith & Fingar, 2003; Smith, Neal, Ferrara, & Hayden, 2002) and involve e-business processes (Kim & Ramkaran, 2004). Integrating fragments of processes across multiple functions and organizations not only involves shared activities and tasks among business and trading partners, but also the capability to integrate disparate IT systems (Kalakota & Robinson, 2003). Effective management of e-business processes depends to a great extent on the enabling information technologies. In fact, Smith and Fingar in 2003 have stated that BPM is about technology. Porter’s value chain is about end-to-end business processes needed to get from a customer order to the delivery of the final product or service (Porter, 1985). The pervasive use of technology has created a critical dependency on IT that demands for a specific focus on governance of IT (Grembergen, 2004). Explicitly or implicitly, organizations specify business activities as business processes, and without realizing these tend to be e-business processes. However, given the current business conditions and a clear understanding by organizations about the complexities of their e-business processes, management of e-business processes is taking center stage (Smith et al., 2002). In the current business scenario where e-business processes, along with information are considered key organizational assets and management of business processes a strategic capability (Kalakota & Robinson, 2003), it is imperative that organizations clearly delineate the need for relevant and pertinent information as it provides visibility and transparency. Additionally, IT being the single most important predictor of the business value of IT (Weill & Ross, 2004) drives the need to analyze and understand the implications of e-BPM on IT governance. The key objective of this article is to investigate the implications of e-BPM on IT governance through the analysis of available literature. In particular, the article argues that a direct influence of e-BPM on IT governance performance is inevitable. While the importance of both effective e-BPM and IT governance is intuitively clear, there is currently little research on elements of IT governance that get enabled by e-BPM. More importantly, there is the lack of a theoretical framework that could be used to analyze. To address this shortcoming, the article also presents an analysis framework. The analysis framework is particularly useful as it incorporates elements from prevalent IT governance frameworks. Using the analysis framework, the article then examines the implications of e-BPM on IT governance and develops research propositions. The aim of developing the propositions is to enable further investigation and research thereby contributing to IT management theory.

E-Business Process Management and IT Government

Encyclopedia of E-Commerce, E-Government, and Mobile Commerce ◽

10.4018/978-1-59140-799-7.ch045 ◽

2011 ◽

pp. 272-278

Author(s):

Pallab Saha

Keyword(s):

Business Process ◽

Information Technologies ◽

Process Management ◽

Business Processes ◽

It Governance ◽

Analysis Framework ◽

Use Of Technology ◽

End To End ◽

E-business process management (e-BPM) entails management of e-business processes with the customer initiating the process and involves non-linear processes with strong focus on value networks leveraging collaboration and alliances, rather than just business processes within the confines of the organization (Kim & Ramkaran, 2004). E-BPM requires organizations to take a process approach to managing their e-business processes (Smith & Fingar, 2003). The advent of business process reengineering (BPR) (Davenport, 1993; Hammer & Champy, 1993) resulted in numerous organizations initiating BPR programs. While BPR aims to enhance an organization’s process capability by adopting engineering discipline, e-BPM goes a step further and targets to improve the organizational process management capability (Smith & Fingar, 2004). Organizations target end-to-end business processes that deliver maximum customer value through e-BPM (Smith & Fingar, 2003). However, by their very nature, end-to-end business processes more often than not span multiple enterprises incorporating their individual value chains (Porter, 1985; Smith & Fingar, 2003; Smith, Neal, Ferrara, & Hayden, 2002) and involve e-business processes (Kim & Ramkaran, 2004). Integrating fragments of processes across multiple functions and organizations not only involves shared activities and tasks among business and trading partners, but also the capability to integrate disparate IT systems (Kalakota & Robinson, 2003). Effective management of e-business processes depends to a great extent on the enabling information technologies. In fact, Smith and Fingar in 2003 have stated that BPM is about technology. Porter’s value chain is about end-to-end business processes needed to get from a customer order to the delivery of the final product or service (Porter, 1985). The pervasive use of technology has created a critical dependency on IT that demands for a specific focus on governance of IT (Grembergen, 2004). Explicitly or implicitly, organizations specify business activities as business processes, and without realizing these tend to be e-business processes. However, given the current business conditions and a clear understanding by organizations about the complexities of their e-business processes, management of e-business processes is taking center stage (Smith et al., 2002). In the current business scenario where e-business processes, along with information are considered key organizational assets and management of business processes a strategic capability (Kalakota & Robinson, 2003), it is imperative that organizations clearly delineate the need for relevant and pertinent information as it provides visibility and transparency. Additionally, IT being the single most important predictor of the business value of IT (Weill & Ross, 2004) drives the need to analyze and understand the implications of e-BPM on IT governance. The key objective of this article is to investigate the implications of e-BPM on IT governance through the analysis of available literature. In particular, the article argues that a direct influence of e-BPM on IT governance performance is inevitable. While the importance of both effective e-BPM and IT governance is intuitively clear, there is currently little research on elements of IT governance that get enabled by e-BPM. More importantly, there is the lack of a theoretical framework that could be used to analyze. To address this shortcoming, the article also presents an analysis framework. The analysis framework is particularly useful as it incorporates elements from prevalent IT governance frameworks. Using the analysis framework, the article then examines the implications of e-BPM on IT governance and develops research propositions. The aim of developing the propositions is to enable further investigation and research thereby contributing to IT management theory.

Business Process Analysis and Improvement on Training Management in Government Training Institution (Case Study of Institution XYZ)

Journal of Information Technology and Computer Science ◽

10.25126/jitecs.201942132 ◽

2019 ◽

Vol 4 (2) ◽

pp. 202

Author(s):

Uli Mahendra Kurniawan ◽

Ismiarta Aknuranda ◽

Tri Astoto Kurniawan

Keyword(s):

Business Process ◽

Process Management ◽

Business Processes ◽

Process Analysis ◽

Training Institution ◽

Business Process Analysis ◽

Version 2.0 ◽

The target indicators for the success of training conducted by the XYZ institution in 2018 are achieved in un-ideal conditions. The target of the average Competency Gap Index (CGI) value is achieved by reducing the measurement parameters of the work competency standard (SKK). This condition is a fact that the success of the training in the XYZ institution still lacks in its achievements. Based on the explanation of the problem, this study will apply the concept of Business Process Management (BPM) to conduct an analysis of the business process of conducting training in the XYZ institution to identify the possible problems that occur in the business process. This study aims to analyze and modeling the current business process of training program (as-is). The research methodology uses literature studies and data collection from interviews, observations, and supporting documents. The results of this study are proposed business processes (to-be) which are recommendations for improvement in current business processes (as-is). The business process is modeled used the standard modeling of Business Process and Notation (BPMN) version 2.0.

Benefits and Challenges for Business Process Management in the Cloud

International Journal of Organizational and Collective Intelligence ◽

10.4018/ijoci.2015040104 ◽

2015 ◽

Vol 5 (2) ◽

pp. 80-104 ◽

Cited By ~ 1

Author(s):

Ute Riemann

Keyword(s):

Cloud Computing ◽

Business Process ◽

Information Exchange ◽

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.

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

Transinformação ◽

10.1590/2318-08892018000100008 ◽

2018 ◽

Vol 30 (1) ◽

pp. 95-105

Author(s):

Marco Aurélio de Souza MENDES ◽

Marcello Peixoto BAX

Keyword(s):

Business Process ◽

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.

A theory of contingent business process management

Business Process Management Journal ◽

10.1108/bpmj-05-2018-0129 ◽

2019 ◽

Vol 25 (6) ◽

pp. 1291-1316 ◽

Cited By ~ 6

Author(s):

Sarah Zelt ◽

Jan Recker ◽

Theresa Schmiedel ◽

Jan vom Brocke

Keyword(s):

Information Processing ◽

Business Process ◽

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

Business Process Management Journal ◽

10.1108/bpmj-09-2017-0257 ◽

2019 ◽

Vol 26 (1) ◽

pp. 191-211

Author(s):

Patricia Bazan ◽

Elsa Estevez

Keyword(s):

Business Process ◽

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.

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

Fashion Industry ◽

10.30857/2706-5898.2020.2.1 ◽

2020 ◽

pp. 36-39

Author(s):

Andrea Dobrosavljević ◽

Snežana Urošević

Keyword(s):

Supply Chain ◽

Business Process ◽

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.

Determining the Level of Maturity of the Business Process Management System on the Example of an Agro-Industrial Enterprise

Business Inform ◽

10.32983/2222-4459-2020-12-446-454 ◽

2020 ◽

Vol 12 (515) ◽

pp. 446-454

Author(s):

Dongcheng Wang ◽

Keyword(s):

Business Process ◽

Management System ◽

Process Management ◽

Business Processes ◽

Current Level ◽

Industrial Enterprise ◽

Maturity Model ◽

Characteristic Features ◽

Four Levels

The article is aimed at determining the level of maturity of the business process management system of an agro-industrial enterprise. The existing common approaches to assessing the maturity of the business process management system are identified, their defining features are determined. A definition of maturity of the business process management system of the enterprise is made. The features of the process and enterprise maturity model (PEMM) developed by M. Hammer are described in detail. Four levels of business processes that form the system according to the Hammer model are characterized. The aspects and directions of research of maturity of the business process management system of enterprise according to the PEMM model by M. Hammer are specified. The scale of assessment of the level of maturity of the business process management system of enterprise according to certain criteria is provided. The procedure for assessing the maturity level of the business process management system of the enterprise under research is described and a scale is provided that helps to determine the current level of maturity of the system from the very low to the very high (five such levels are defined in general). Descriptions of the levels of business processes according to the PEMM model are specified in terms of the aspects of Projecting, Contractors, Process Owner, Infrastructure and Indicators. For each aspect, an assessment of the business process management system of the enterprise under research was carried out. The results are presented both by a separate direction and by each aspect of the assessment of the maturity of the business process management system of enterprise. For each aspect of the assessment of the system maturity, the characteristic features are determined, the main disadvantages and achievements are indicated. On the basis of the determined estimates of the business process management system of the enterprise under research, an assessment of the maturity of the business process management system of this enterprise in view of certain aspects is computed, as well as its current level is defined. To identify the most problematic areas in the business process management system, the existing level of maturity of the system is depicted using a petal chart. The main directions of further improvement of the existing system are defined.