Intelligent Networking and Business Process Innovation

2010 ◽  
pp. 461-473
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.

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.

Business Process Management in the Computer Games Industry

2011 ◽  
pp. 383-400
Author(s):  
Fernando Belfo
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
User Interfaces ◽  
Computer Games ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Computer Game ◽  
Management Approach ◽  
Definition Of

Computer games conceptualization and development are processes that have particular features with significant complexity. The life cycle at computer games development should attend the dynamism, the challenge and the opportunities of the game market. Business process management (BPM) pretends to give an alternative perspective of management to the departmental and hierarchical one. Game firm’s business should be seen with an integrated attitude, incentivising employees from different departments to work together in the same process with a common mission and persecuting same objectives. The importance of integrating the strategic level plans and the task level deployment is crucial for increased alignment and so, organizational performance. This can be better done if there is a process strategy definition, which links strategic initiatives with all needs of a process infrastructure. The processes´ standardizing tendency opens the chance to outsource parts of them bringing possible benefits to game firm and customers. The definition of a clear framework at the strategic level allows lower processes description and global business process architecture specification. Other important aspects of business process management approach at computer games industry should include ownership clarification, performance measurement mechanisms and obviously the identification and activation of improvement opportunities. Author elects business processes customization, integration of flows between firm and its supply chain partners and superior user interfaces using specialized workflow tools as being three improvement opportunities at games industry. In addition to those components, three additional extra concepts are considered critical to have a complete understanding of BPM. They are the conscious process management, the macro process management and the centrality of process. This chapter is going to follow these vectors in order to understand possible opportunities powered by BPM to gain competitive advantages in computer game industry.

Defining Social Business Process Management

2019 ◽  
Vol 11 (1) ◽  
pp. 68-82
Author(s):  
Dalia Suša Vugec
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Delphi Study ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Traditional Approach ◽  
Social Software ◽  
The Social ◽  
Definition Of

Business process management (BPM) is a holistic discipline which is focused on improving organizational performance by managing the business processes of the organization. In recent decades, it has been widely accepted and implemented across many different organizations with some success. However, there were some issues regarding the traditional approach to BPM, like the reality-model divide, etc. As a response, a new discipline, called social BPM has emerged which is based on the principles of social software. For the purpose of this article, a Delphi study has been conducted with the aim of defining the social BPM as well as to identify its main characteristics. The results are presented in this article, proposing a single definition of social BPM and the list of its characteristics.

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.

Business Process Management in the Computer Games Industry

2012 ◽  
pp. 1267-1285
Author(s):  
Fernando Belfo
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
User Interfaces ◽  
Computer Games ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Computer Game ◽  
Management Approach ◽  
Definition Of

Computer games conceptualization and development are processes that have particular features with significant complexity. The life cycle at computer games development should attend the dynamism, the challenge and the opportunities of the game market. Business process management (BPM) pretends to give an alternative perspective of management to the departmental and hierarchical one. Game firm’s business should be seen with an integrated attitude, incentivising employees from different departments to work together in the same process with a common mission and persecuting same objectives. The importance of integrating the strategic level plans and the task level deployment is crucial for increased alignment and so, organizational performance. This can be better done if there is a process strategy definition, which links strategic initiatives with all needs of a process infrastructure. The processes´ standardizing tendency opens the chance to outsource parts of them bringing possible benefits to game firm and customers. The definition of a clear framework at the strategic level allows lower processes description and global business process architecture specification. Other important aspects of business process management approach at computer games industry should include ownership clarification, performance measurement mechanisms and obviously the identification and activation of improvement opportunities. Author elects business processes customization, integration of flows between firm and its supply chain partners and superior user interfaces using specialized workflow tools as being three improvement opportunities at games industry. In addition to those components, three additional extra concepts are considered critical to have a complete understanding of BPM. They are the conscious process management, the macro process management and the centrality of process. This chapter is going to follow these vectors in order to understand possible opportunities powered by BPM to gain competitive advantages in computer game industry.

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.

scholarly journals Extending Conceptual Schemas with Business Process Information

2010 ◽  
Vol 2010 ◽  
pp. 1-22 ◽  
Author(s):  
Marco Brambilla ◽  
Jordi Cabot ◽  
Sara Comai
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Workflow Management ◽  
Extended Model ◽  
Current Case ◽  
Conceptual Schema ◽  
Small Organizations ◽  
Process Specification ◽  
Technological Platform ◽  
Relevant Domain

The specification of business processes is becoming a more and more critical aspect for organizations. Such processes are specified as workflow models expressing the logical precedence among the different business activities (i.e., the units of work). Typically, workflow models are managed through specific subsystems, called workflow management systems, to ensure a consistent behavior of the applications with respect to the organization business process. However, for small organizations and/or simple business processes, the complexity and capabilities of these dedicated workflow engines may be overwhelming. In this paper, we therefore, advocate for a different and lightweight approach, consisting in the integration of the business process specification within the system conceptual schema. We show how a workflow-extended conceptual schema can be automatically obtained, which serves both to enforce the organization business process and to manage all its relevant domain data in a unified way. This extended model can be directly processed with current CASE tools, for instance, to generate an implementation of the system (including its business process) in any technological platform.

Agile Business Process and Practice Alignment Methodology

2018 ◽  
pp. 118-142
Author(s):  
Marielba Zacarias ◽  
Paula Ventura Martins
Keyword(s):  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Two Dimensions ◽  
Process Models ◽  
Work Practices ◽  
Organizational Setting ◽  
Case Study Analysis ◽  
Business Requirements

Business process management (BPM) encompasses the discovery, modelling, monitoring, analysis, and improvement of business processes. Traditional BPM limitations in addressing changes in business requirements have resulted in a number of agile BPM approaches that seek to accelerate the redesign of business process models. In a previous work, the authors proposed the business process and practice alignment methodology (BPPAM) to uncover, supervise, and improve business processes based on actual work practices. BPPAM aims at enabling business process modeling, supervision, and improvement through the distinction of two dimensions: (1) business processes and (2) work practices. This chapter describes an agile version of the methodology (ABPPAM). Agility is infused in ABPPAM through the redefinition of phases, roles, and iteration cycles. The chapter illustrates the effects of agility for the business discovery phase of ABPPAM through a case study analysis of a real organizational setting.

Business Process Re-Engineering

2019 ◽  
pp. 15-33 ◽  
Author(s):  
Joseph Sungau
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Business Processes ◽  
Business Environment ◽  
Modeling Methods ◽  
Market Needs

In today's business environment, business competition has increased due to market needs and advancement in technologies. This forces organizational managers and consultants to identify techniques that enable organizations to cope with an ever-changing business environment. In their efforts, many organizational performance improving techniques have been discovered. Among the techniques discovered, business process re-engineering is the technique reported to improve business processes for enhanced organizational performance. Therefore, this chapter explains what business process re-engineering is and presents modeling methods for business process re-engineering.

Agile Business Process and Practice Alignment Methodology

2020 ◽  
pp. 225-245
Author(s):  
Marielba Zacarias ◽  
Paula Ventura Martins
Keyword(s):  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Two Dimensions ◽  
Process Models ◽  
Work Practices ◽  
Organizational Setting ◽  
Case Study Analysis ◽  
Business Requirements

Business process management (BPM) encompasses the discovery, modelling, monitoring, analysis, and improvement of business processes. Traditional BPM limitations in addressing changes in business requirements have resulted in a number of agile BPM approaches that seek to accelerate the redesign of business process models. In a previous work, the authors proposed the business process and practice alignment methodology (BPPAM) to uncover, supervise, and improve business processes based on actual work practices. BPPAM aims at enabling business process modeling, supervision, and improvement through the distinction of two dimensions: (1) business processes and (2) work practices. This chapter describes an agile version of the methodology (ABPPAM). Agility is infused in ABPPAM through the redefinition of phases, roles, and iteration cycles. The chapter illustrates the effects of agility for the business discovery phase of ABPPAM through a case study analysis of a real organizational setting.

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