scholarly journals Consolidating findings from business process change case studies using system dynamics: The example of employee morale

2012 ◽  
pp. 455-480
Keyword(s):  
System Dynamics ◽  
Case Studies ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Simulation Models ◽  
Dynamics Simulation ◽  
Employee Morale ◽  
Process Change ◽  
Complex Relationships

In this paper, we explore system dynamics as a useful approach to consolidate findings from case studies on business process change (BPC) projects. We compile data from 65 BPC case studies to develop a system dynamics simulation model that helps us to investigate ‘employee morale’ as an important construct in BPC projects. We show that such simulation models consolidate the complex and often non-linear findings from BPC case studies in a way that makes it available to discourse among researchers, lecturers and students as well as BPC professionals. Thus, this paper contributes to knowledge management and learning by suggesting system dynamics as a valuable approach to illustrate and convey the complex relationships between important constructs in BPC. This paper also contributes to the domain of business process management by demonstrating the benefits of system dynamics as a way to review and consolidate the abundance of BPC case studies.

Enterprise systems, business process management and UK-management accounting practices

2017 ◽  
Vol 14 (3) ◽  
pp. 230-281 ◽  
Author(s):  
Sameh Ammar
Keyword(s):  
Case Studies ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Management Accounting ◽  
Enterprise Systems ◽  
Analytical Framework ◽  
Cross Sectional ◽  
Content Type

Purpose This paper aims to address the extant and arguable role of enterprise systems (ES) in relation to management accounting practices (MAPs) through an inclusion relative neglect account of business process management (BPM). This is also extended to draw out an analytical framework to advance our understanding of how BPM mediate ES-MAPs interplay. Design/methodology/approach A cross-sectional case study was adopted as a research strategy with which to collect data about the ES-BPM-MAPs interplay as a unit of analysis. The latter, in the first stage, was examined across (89) mini-case studies operating in the UK context through reports and documentations collected from cases’ websites, vendors and consultants of information systems. Drawn insights from cross-sectional analysis and contributions made by prior studies are blended together to inform the second stage that outlines an analytical framework for ES-BPM-MAPs interplay. Findings Different ES are mobilised to address different orientations of BPMs and being used for different managerial functions and purposes. Different patterns of ES-BPM-MAPs interplay are identified across (89) UK-case studies and the BPM is a fulcrum understanding. These patterns are centred around three key BPM including customer, logistics and control processes and all oriented by a continuum of an organisation intention focus on control, understanding and strategising. Both processes and orientations explain ES development and MAPs evolution processes. Standardisation, integration and intelligence are key characteristics sought through ES mobilisations. By complementary, information provision, analytics and simulation are three sophisticated ways of using MA information facilitated by ES characteristics. Research limitations/implications Dynamic processes of MAPs change over time and are beyond the reach of this study. Such approach requires full access to case studies. BPM is fulcrum understanding of MAPs change and/or stability in relation to ES implementation including other components. Practical implications Findings and analytical framework could be used as a base for establishing the best approach in adopting ES to fully exploit the potential of future ES applications as well as to avoid organisations pitfalls of implementations. Organisations are advised to understand their existing business processes, characteristics of MA information would be achieved first upon which decision of ES components selection and implementation could be outlined. Originality/value The indirect interplay between ES and MAPs through business processes is rarely examined. By the inclusion of BPM and using cross-sectional case studies, this research contributes to the existing shortcomings of ES-MAPs interplay by broadening the picture and proposing an analytical framework. The latter advances our understanding by focusing on attributes of ES-BPM-MAPs upon which informal changes in-the use of MAPs are recognised.

scholarly journals SUSTAINABLE DEVELOPMENT AND BUSINESS PROCESS MANAGEMENT

2019 ◽  
Vol 10 (3) ◽  
pp. 228-237
Author(s):  
A. L. Lisovsky
Keyword(s):  
Business Process ◽  
Cultural Change ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Business Management ◽  
Environmental Strategy ◽  
Process Change ◽  
Environmental Objectives ◽  
Process Strategy

Business process management to date has not explicitly focused on sustainability as a change objective or driver. Although, approaches relating BPM and Sustainability already exist, e.g. Green BPM is the sum of all management activities that help to monitor and reduce the environmental impact of business processes in their design, improvement, implementation, or operation stages, as well as lead to cultural change within the process lifecycle. The intention behind Green BPM is the incorporation of environmental objectives into the management of business processes. To achieve this objective, BPM has to be extended by ecologically oriented complements, as are the consideration of environmental strategy as a part of the process strategy, or the awareness for energy consumption and pollution. Together with an earlier article consolidates several contributions of the BPM foundations in three underlying process change traditions: (1) the Quality Control tradition, (2) the Business Management tradition, and (3) the Information Systems (IS) tradition. These three traditions propose different approaches to business process change and each emphasizes some practices over others. Currently, there is a tendency of combining the various traditions in a comprehensive BPM approach.

scholarly journals Business process management in sustainable property/asset management by using the TotalObserver

2012 ◽  
Vol 16 (suppl. 1) ◽  
pp. 269-279
Author(s):  
Bosko Milosavljevic ◽  
Velimir Congradac ◽  
Jovan Velickovic ◽  
Bogdan Prebiracevic
Keyword(s):  
Case Studies ◽  
Business Process ◽  
Asset Management ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Property Management

The use of software became of great importance for successful facility and property management worldwide, because of its possibilities for generating savings in multiple areas and not just in operational areas and improving business processes. This paper displays the growing facility and property management market in Serbia and the software TotalObserver as a solution for the emerging problems for this market. Case studies and operational use of TotalObserver confirmed that significant savings can be generated by using software for asset management.

Human resource allocation in business process management and process mining

2018 ◽  
Vol 56 (2) ◽  
pp. 376-405 ◽  
Author(s):  
Michael Arias ◽  
Rodrigo Saavedra ◽  
Maira R. Marques ◽  
Jorge Munoz-Gama ◽  
Marcos Sepúlveda
Keyword(s):  
Resource Allocation ◽  
Case Studies ◽  
Human Resource ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Process Mining ◽  
Research Area ◽  
Systematic Mapping Study ◽  
Content Type

Purpose Human resource allocation is considered a relevant problem in business process management (BPM). The successful allocation of available resources for the execution of process activities can impact on process performance, reduce costs and obtain a better productivity of the resources. In particular, process mining is an emerging discipline that allows improvement of the resource allocation based on the analysis of historical data. The purpose of this paper is to provide a broad review of primary studies published in the research area of human resource allocation in BPM and process mining. Design/methodology/approach A systematic mapping study (SMS) was conducted in order to classify the proposed approaches to allocate human resources. A total of 2,370 studies published between January 2005 and July 2016 were identified. Through a selection protocol, a group of 95 studies were selected. Findings Human resource allocation is an emerging research area that has been evolving over time, generating new proposals that are increasingly applied to real case studies. The majority of proposed approaches relate to the period 2011-2016. Journals and conference proceedings are the most common venues. Validation research and evaluation research are the most common research types. There are two main evaluation methods: simulation and case studies. Originality/value This study aims to provide an initial assessment of the state of the art in the research area of human resource allocation in BPM and process mining. To the best of the authors’ knowledge, this is the first research that has been conducted to date that generates a SMS in this research area.

Combining ERP Systems with Enterprise 2.0

2013 ◽  
pp. 19-36
Author(s):  
Yucan Wang ◽  
Andrew Greasley
Keyword(s):  
Case Studies ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Enterprise 2.0 ◽  
Erp Systems ◽  
Organizational Environments ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Traditional Norms

The chapter discusses both the complementary factors and contradictions of adoption ERP-based systems with Enterprise 2.0. ERP is well known as IT’s efficient business process management. Enterprise 2.0 supports flexible business process management, informal, and less structured interactions. Traditional studies indicate efficiency and flexibility may seem incompatible because they are different business objectives and may exist in different organizational environments. However, the chapter breaks traditional norms that combine ERP and Enterprise 2.0 in a single enterprise to improve both efficient and flexible operations simultaneously. Based on multiple case studies, the chapter analyzes the benefits and risks of the combination of ERP with Enterprise 2.0 from process, organization, and people paradigms.

scholarly journals Business Process Management Software Selection – Two Case Studies

2009 ◽  
Vol 22 (4) ◽  
pp. 84-99 ◽  
Author(s):  
Mojca Indihar Štemberger ◽  
Vesna Bosilj-Vukšić ◽  
Mojca Indihar Jaklić
Keyword(s):  
Case Studies ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Software Selection ◽  
Management Software
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