scholarly journals Bridging the Gap between Brazilian Startups and Business Processes – Process Thinking’s Initial Exploratory Case Study

2017 ◽  
Vol 10 (1) ◽  
pp. 19-38 ◽  
Author(s):  
Andrea Magalhaes Magdaleno ◽  
Priscila Engiel ◽  
Rafael Lage Tavares ◽  
Pedro Silveira Pisa ◽  
Renata Mendes Araujo
Keyword(s):  
Process Management ◽  
Business Processes ◽  
Positive Impact ◽  
Growing Up ◽  
Daily Lives ◽  
Exploratory Case Study ◽  
Process Thinking ◽  
Startup Company ◽  
New Business

Startup is a new business segment that has been growing up in the last years. These companies have an innovative spirit and are usually searching for new solutions to real problems that can be transformed into scalable businesses. The majority of these companies are not aware of their processes and how the company need to be organized. For this kind of companies, we propose Process Thinking, an innovative approach that makes the business process management viable in the daily lives of startups. This paper presents the Process Thinking framework, which prescribes 10 main processes that a startup needs and a utility belt to help the startup to organize their processes. We illustrate this proposal through an exploratory case study with a real IT startup company that used a 5-step methodology in an immediate implementation of proposed processes and artifacts. The results indicate a positive impact in the short and medium term strategies and management of the startup. However, these results cannot be generalized to other startups and should be received with caution, since this is an initial exploratory study limited to a single company.

Integration between knowledge management and business process management and its impact on the decision making process in the construction sector: a case study of Jordan

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sami Wasef Abuezhayeh ◽  
Les Ruddock ◽  
Issa Shehabat
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Decision Makers ◽  
Decision Making Process ◽  
Construction Sector ◽  
Content Type

Purpose The purpose of this paper is to investigate and explain how organizations in the construction sector can enhance their decision-making process (DMP) by practising knowledge management (KM) and business process management (BPM) activities. A conceptual framework is developed that recognises the elements that impact DMP in terms of KM and BPM. The development of this framework goes beyond current empirical work on KM in addition to BPM as it investigates a wider variety of variables that impact DMP. Design/methodology/approach A case study is undertaken in the context of the construction industry in Jordan. A theoretical framework is developed and assessment of the proposed framework was undertaken through a questionnaire survey of decision-makers in the construction sector and expert interviews. Findings The outcomes of this research provide several contributions to aid decision-makers in construction organizations. Growth in the usage of KM and BPM, in addition to the integration between them, can provide employees with task-related knowledge in the organization’s operative business processes, improve process performance, promote core competence and maximise and optimise business performance. Originality/value Through the production of a framework, this study provides a tool to enable improved decision-making. The framework generates a strong operational as well as theoretical approach to the organizational utilization of knowledge and business processes.

scholarly journals Investigation of Students’ Mobile Phone Usage and Influences towards Their Mobile Learning Adoption: A Case Study in Myanmar

2018 ◽  
Vol 12 (5) ◽  
pp. 43
Author(s):  
Mon Mon The ◽  
Tsuyoshi Usagawa
Keyword(s):  
Mobile Phone ◽  
Positive Impact ◽  
Portable Devices ◽  
Digital Information ◽  
Learning Readiness ◽  
Daily Lives ◽  
Physical Learning Environment ◽  
Mobile Phone Usage ◽  
Readiness To Adopt

<p>Due to today’s interconnected and technology-driven world, a physical learning environment is transforming into a virtual or online location where learners can make active learning with portable devices. There is no doubt that an increasing number of students, who have mobile devices which handle digital information and facilitate their mobility. As an integral part of students’ daily lives, the universities and schools in higher education are also trying to equip with technology‘s changes and to solve the demand of their learners, and to adopt m-learning. This study learns the mobile phone usage of Myanmar student. In addition, it constructs a key part which investigates the students’ m-learning readiness and evaluates the influences on their attitudes to use m-learning. And a hypothesized model was introduced to investigate learners’ readiness to adopt m-learning. The empirical study is conducted by analyzing data collected as paper-based documents from 1024 participants. The findings advocate the eleven hypotheses which have positive impact to students’ m-learning readiness and their intension to use m-learning.</p>

Convergence and digital fusion lead to competitive differentiation

2019 ◽  
Vol 26 (3) ◽  
pp. 707-720
Author(s):  
Ashish Thomas
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Growth Strategies ◽  
Content Type ◽  
Business Operations ◽  
Digital Convergence ◽  
Global Banking ◽  
New Business ◽  
New Business Models

Purpose Organizations are consistently seeking innovative strategies and novel pathways to enhance business processes and create differentiation. The global business ecosystem is changing and there is growing demand for multi-modal digital technologies, big data consolidation and data analytics to harness a cost-competitive agile system. Technological convergence and integration of digital systems is one of the preferred methodologies that facilitates new and effective workflows and revives business processes. The progressive interlinking of digital technologies with business operations leads to the convergence and blending of management disciplines, devices and applications. The growing inconsistencies in managerial understanding regarding the benefits of convergence prompts a comprehensive examination of digital convergence pathways, identifying the impacts on converging entities and business objectives. The State bank of India (SBI) mega-merger case study was selected to investigate the pragmatic framework of digital convergence and to understand the impacts on interlinked entities such as: business operations, strategic management, project team that support value creation and competitive differentiation. The purpose of this paper is to focus on the phenomena of techno-fusion of emerging technologies creating new opportunities, business models and unique strategies for global banking and financial service organizations. Design/methodology/approach This study applies the qualitative, inductive research method using critical reflection of before and after the implementation of convergence and digital integration strategies. The SBI case study employs this research strategy based on the premise that banks must stay agile and highly responsive to the changing environment to enhance its value proposition and competitive differentiation objectives. The study methodology incorporates cooperative inquiry and multiple levels of analysis using data collection techniques of exhaustive review of archives, informal interviews, questionnaires and observations to identify the synergistic process improvement pathway. The study is grounded on the concept that the convergence of diverse business pathways involves innovative and interlinked project, strategic and information technology (IT) workflows that results in open innovative systems. Findings The studies identify that organizational innovation and creative solutions are a result of ecosystem turbulence, environmental force diversity, competitive pressure and the need for differentiation. Organizations that harness the power of digital fusion and convergence of management, systems and data generate a competitive advantage. The technological convergence strategy pulls multiple business and technology processes (project, strategic, IT, Cloud, AI and business process management) at the organizational, divisional or functional level generating new opportunities and threats, new business models and unique growth strategies for global banking and financial services organizations. Organizations that fully integrate techno-fusion of business and digital strategies produce synergistic effects and enhance adaptability, innovation and resiliency in the face of competitive challenges. Research limitations/implications Additional areas that can be explored further as an extension of this study are listed below: identifying factors to improve the speed of convergence; the current results are limited to large size organizations where formal management and technology functions are distinctive. Similar studies on smaller organizations are warranted. Originality/value This study focuses on the evolving field of technology innovation, which is increasingly being intertwined with business operations. Innovative digital technology is enabling the convergence of the disciplines of management, digital devices and applications. This facilitates the creation of a pragmatic framework that supports convergence of business operations, strategic management and digital fusion which leads to value creation and competitive differentiation. The techno-fusion of emerging technologies and digital strategies generates new opportunities and threats, new business models and unique growth strategies for organizations.

The Importance of Process Thinking in Business Intelligence

2010 ◽  
Vol 1 (4) ◽  
pp. 29-46 ◽  
Author(s):  
Olivera Marjanovic
Keyword(s):  
Knowledge Management ◽  
Performance Management ◽  
Business Intelligence ◽  
Business Performance ◽  
Process Management ◽  
Business Processes ◽  
Systematic Analysis ◽  
Process Thinking ◽  
Strategy Alignment ◽  
Industry Sectors

The growing field of Operational Business Intelligence (BI) has resulted in increasing interest in BI-supported Business Processes (BPs), including their management and ongoing improvement. This has led BI practitioners to consider another field–Business Process Management (BPM)–that is closely related to business performance management. However, current approaches to the BPM and operational BI integration have been limited and reduced to the problem of technical integration of BPM and BI systems. This paper argues that by adopting process- thinking in BI, further opportunities for business value creation could be discovered through systematic analysis of the non-technical aspects of BI and BPM integration, including strategy alignment, human-centered knowledge management, and ongoing improvement of BI supported processes. The authors propose a theoretical framework founded in the related research in BPM, BI, and Knowledge Management (KM) fields, describing the ways it has been used to guide ongoing empirical research in diverse case organizations across different industry sectors.

The BPM lifecycle

2017 ◽  
Vol 23 (1) ◽  
pp. 155-175 ◽  
Author(s):  
Ronaldo Bernardo ◽  
Simone Vasconcelos Ribeiro Galina ◽  
Silvia Inês Dallavalle de Pádua
Keyword(s):  
Literature Review ◽  
Business Process ◽  
Dynamic Capabilities ◽  
Process Management ◽  
Business Processes ◽  
Theoretical Models ◽  
Content Type ◽  
Fourth Step ◽  
The Relationship

Purpose The purpose of this paper is to develop a conceptual framework that incorporates factors external to the organization into the business process management (BPM) lifecycle through dynamic capabilities (DCs), beginning with strategy and persisting through the business process transformation. Design/methodology/approach The study comprised four distinct phases. First, a literature review was conducted to identify validated theoretical models related to the topic. Then, a systematic review of the literature was conducted by accessing the EBSCOhost, ISI/Web of Science and Scopus databases, for the purpose of understanding how the relationship between BPM and DCs has been addressed. The third step was the identification of the meta-capabilities involved in the relationship between DC and BPM, the fourth step was the construction of a framework that integrated an external view into BPM through DC, and the final step evaluated these framework through a case study. Findings Ten texts were selected after a systematic literature review. The following main points of convergence were identified: DC contributes to the conceptualization and understanding of BPM, DC assists in the process of organizational change by promoting the adaptation of the company to the environment, and DC enhances BPM performance. A framework was developed and presented. Practical implications The proposed framework, which incorporates an external perspective into the BPM lifecycle through DCs, can be used by managers and researchers interested in the promotion of BPM. Originality/value The study shows how the sensing, seizing and transforming meta-capabilities can act to evaluate the outside-in perspective, serve as a benchmark for the alignment of business processes and enable the operationalization of emerging demands through the dynamic adaptation of processes.

IT ambidexterity for business processes: the importance of balance

2018 ◽  
Vol 24 (4) ◽  
pp. 862-881 ◽  
Author(s):  
Carl Simon Heckmann ◽  
Alexander Maedche
Keyword(s):  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Empirical Studies ◽  
Future Research ◽  
Content Type ◽  
It Resources ◽  
Multiple Case ◽  
Underlying Mechanisms

Purpose In highly dynamic industries, business processes require exploitation, i.e. activities that are associated with an increase in productivity through automation, standardization, integrated architectures, and the usage of existing IT resources. As a complementary capability, exploration is needed, i.e. the ability to flexibly implement new and innovative IT resources (Lee et al., 2015). The purpose of this paper is to use the concept of ambidexterity, which is researched intensively outside the domain of business processes (e.g. Gibson and Birkinshaw, 2004; Tang and Rai, 2014), to address this paradoxical trade-off within business processes. Design/methodology/approach The paper follows a qualitative approach. A multiple case study comprising 11 interviews and additional document analysis in six organizations is conducted in the German energy sector to examine the proposed framework. Findings This paper shows the importance of balancing exploitative and explorative business process IT (BPIT) capabilities. The process-theoretical outcome of this study is the BPIT Capability Framework that provides explanation for the interaction between exploitation and exploration. Research limitations/implications This study contributes to the understanding of how to build ambidextrous BPIT capabilities by explaining the underlying mechanisms for feedback loops that occur in cases of imbalance. The scope of the conducted study presents a limitation and thus future research is encouraged to further validate the findings of this paper. Originality/value By drilling down to the process level, this paper addresses the gaps that limited empirical studies have in business process management research (Recker and Mendling, 2015) and the focus on business processes that is lacking from the literature on organizational IT management (Gregory et al., 2015).

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

2019 ◽  
Vol 4 (2) ◽  
pp. 202
Author(s):  
Uli Mahendra Kurniawan ◽  
Ismiarta Aknuranda ◽  
Tri Astoto Kurniawan
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Process Analysis ◽  
Training Institution ◽  
Business Process Analysis ◽  
Version 2.0 ◽  
Current Business

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.

scholarly journals Enabling Adaptive Process-Aware Information Systems with ADEPT2

2011 ◽  
pp. 173-203 ◽  
Author(s):  
Manfred Reichert ◽  
Peter Dadam
Keyword(s):  
Process Management ◽  
Business Processes ◽  
Ad Hoc ◽  
Dynamic Environments ◽  
Dynamic Processes ◽  
On Demand ◽  
New Business ◽  
Lifecycle Management ◽  
Moving Process ◽  
Generation Technology

In dynamic environments it must be possible to quickly implement new business processes, to enable ad-hoc deviations from the defined business processes on-demand (e.g., by dynamically adding, deleting or moving process activities), and to support dynamic process evolution (i.e., to propagate process schema changes to already running process instances). These fundamental requirements must be met without affecting process consistency and robustness of the process-aware information system. In this chapter the authors describe how these challenges have been addressed in the ADEPT2 process management system. Their overall vision is to provide a next generation technology for the support of dynamic processes, which enables full process lifecycle management and which can be applied to a variety of application domains.

Applying Service-Oriented Composition Process in TPMS

2013 ◽  
Vol 680 ◽  
pp. 526-533
Author(s):  
Cheng Wei Yang ◽  
Lei Wu ◽  
Shi Jun Liu ◽  
Xiang Xu Meng
Keyword(s):  
Management System ◽  
Process Management ◽  
Business Processes ◽  
Previous Method ◽  
It Systems ◽  
Novel Approach ◽  
Service Oriented ◽  
Composition Process ◽  
Integrated Problems

Nowadays, the companies must adapt their business processes changing more dynamically in accordance with rapidly changing market conditions and IT systems. This paper extends our previous method, which shows a novel approach to integrate a service system. In this paper, we focus on the integrated problems of the Business Process Management System (BPMS). The service is encapsulated as a SCA service component，which is extended to be a service surrogate. Meanwhile, the XML-based process template is used to define the composition process. An interactive access control strategy based on service components is also proposed. At the end of this paper, it is applied in the textile-order process management system (TPMS) as a case study.

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.

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