scholarly journals Model and technology for prioritizing the implementation end-to-end business processes components of the green economy

2020 ◽  
pp. 65-80 ◽  
Author(s):  
Serhii Сhalyi ◽  
Ihor Levykin ◽  
Igor Guryev
Keyword(s):  
Decision Maker ◽  
Social Relations ◽  
Process Management ◽  
Business Processes ◽  
Software Tool ◽  
Green Economy ◽  
Shared Resources ◽  
Goods And Services ◽  
End To End ◽  
The Impact

The problem of sustainable development of production is directly related to the three components of the "green economy" - economic, social, and environmental. Their harmonious combination makes it possible to obtain results that improve the social relations of both producers and consumers of goods and services. The implementation of the components of the "green economy" is carried out by various projects. The projects are carried out by irregular end-to-end business processes that compete for common resources in the process of their implementation. The impact on the components of the "green economy" is realized by the proposed model and technology. For this purpose, the software tool <ADVISOR DECISION-MAKER> was developed. The use of this tool by the decision-maker employee allows them to find the best solutions for process management. The solution is represented as priorities to access to shared resources by each process. This ensures their fulfillment within the deadlines established by the contracts. The level of innovations, economic indicators, production stability and competitive ability of products in a dynamically changing market is thereby improved. The results of such commercialization of scientific research have an impact on all components of the "green economy".

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.

E-Business Process Management and IT Governance

2009 ◽  
pp. 1843-1852
Author(s):  
Pallab Saha
Keyword(s):  
Business Process ◽  
Information Technologies ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
It Governance ◽  
Analysis Framework ◽  
Use Of Technology ◽  
End To End ◽  
Current Business

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.

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).

E-Business Process Management and IT Government

2011 ◽  
pp. 272-278
Author(s):  
Pallab Saha
Keyword(s):  
Business Process ◽  
Information Technologies ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
It Governance ◽  
Analysis Framework ◽  
Use Of Technology ◽  
End To End ◽  
Current Business

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.

scholarly journals DROP SHIPPING DEVELOPMENT UNDER COVID-19 CIRCUMSTANCES AS THE MOST COMMON METHOD OF E-COMMERCE

2021 ◽  
Vol 2021 (2) ◽  
Author(s):  
S. Pokhylko ◽  
T. Dvorianova ◽  
E. Voloshyna
Keyword(s):  
Inventory Management ◽  
Business Processes ◽  
Time Saving ◽  
Product Categories ◽  
Inventory Costs ◽  
Goods And Services ◽  
Advantages And Disadvantages ◽  
Online Stores ◽  
The Impact ◽  
Theoretical Foundations

This article is devoted to analysis of the theoretical foundations and economic essence of drop shipping and the influence of COVID-19 on drop shipping development. The authors conducted bibliometric analysis of the most relevant publications in the Scopus database. The most cited publications on this theme are presented in the paper. Systematization of the scientific background shows that e-commerce exponential growth enhances the impact of drop shipping on developments in business processes. Thus, such an e-commerce drop-shipping supply chain has many advantages. One of them is evident in collaboration with manufacturers and the search for consumers to be supplied for buying their goods and services. Concomitantly, a drop shipper advertises a product to a producer on drop shipper’s own websites employing all the marketing strategies and taking orders from the clients. The authors particularly noted the features of inventory management when such a method of e-commerce is used. The reason is that there is no need for a drop shipper to store any products. Hence, the inventory costs are drastically cut. This paper analyzes the main drop shipping tools and their advantages for improving business indicators. The paper embodies the essence of dropshipping from a drop shipper side. The article carries out an analysis of drop shipping types, the most common e-commerce platforms and marketing tools to improve the running the business. This work compares advantages and disadvantages of drop shipping for both a seller and a buyer. Author's algorithm of drop shipping– steps of the drop shipping model functioning - is presented in the work as well as current statistics of the interrelation of the pandemic COVID-19 and a tremendous growth of e-commerce. It was defined that the sales amount among some product categories has soared several times as the pandemic started in the world. Clients preferred to purchase toiletries, medication, food, books, clothes and shoes in online stores. The results of the scientific study are analysis of the major indicators of the drop shipping market and forecast for the future rise in such purchases without a straight participation of producers. Due to the fact that this drop shipping innovative concept provides flexibility and time saving, the clients do not have to visit brick-and-stick stores. Which is attractive to clientele and used widely during the lockdown.

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 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 Integrating Process Mapping Into The AIS Students Toolset

2001 ◽  
Vol 5 (4) ◽  
pp. 61-68 ◽  
Author(s):  
Marianne Bradford ◽  
Doug Roberts ◽  
Gordon Stroupe
Keyword(s):  
Internal Control ◽  
Process Management ◽  
Business Processes ◽  
Data Flow ◽  
Accounting Students ◽  
Process Mapping ◽  
Process Maps ◽  
Career Opportunities ◽  
Impact Of Technology ◽  
The Impact

Over the past decade, the impact of technology on accounting practice has been profound. The professional landscape is rapidly changing, and todays accounting students have more career opportunities than ever before. While many accounting majors are still choosing the traditional routes of public or corporate accounting, others are tailoring their education toward management or systems consulting. As AIS educators it is imperative that we maintain currency in our curriculum for both the traditional majors and those students seeking a consulting career path.Although the AIS curriculum is applicable to both types of accounting majors, certain content is especially pertinent to those students interested in consulting. One subject that consultants draw upon extensively is systems documentation. Current AIS curriculum focuses on analysis, design, and documentation of systems from an internal control and data flow perspective, and students learn to use traditional accounting documentation tools. These techniques include document and systems flowcharts and data flow diagrams. While these tools may be sufficient for their intended purposes, they are not the primary documentation techniques used in the consulting profession. The objective of this paper is to advocate the inclusion of a popular management consulting documentation technique, process mapping, into the accounting curriculum. Process maps are used to better understand a business entity's current business processes and communicate these in a non-technical way. Additionally, process mapping can provide an initial foundation to successful process management.

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.

scholarly journals GENERALIZED ALGORITHM AND SOFTWARE PLATFORM FOR OBTAINING A DECISION ON THE PRIORITIES OF STARTING BUSINESS PROCESSES

2019 ◽  
Vol 2 (93) ◽  
pp. 47-52
Author(s):  
I.V. Levykin
Keyword(s):  
Business Processes ◽  
Decision Makers ◽  
Just In Time ◽  
Control Analysis ◽  
Automatic Correction ◽  
Software Platform ◽  
Shared Resources ◽  
New Business ◽  
End To End ◽  
Accounting Control

A feature of irregular end-to-end business processes is that at some competitive points their number can not only change, but a new business process can be included in their number. Given these features, problems arise in planning, accounting, control, analysis and regulation. To solve them, methods and tools of operational calendar planning are used. However, problems arise when managing such business processes competing for shared resources. To solve them, the article proposes a generalized algorithm for finding a solution to establish priorities for launching end-to-end business processes with the participation of decision makers at each competitive point. The developed software platform is described which provides in the just in time mode the automatic correction of the obtained solutions.

Sign in / Sign up

Export Citation Format

Share Document