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Giacosa, Elisa, Alberto Mazzoleni, and Antonio Usai. "Business Process Management (BPM)." Business Process Management Journal 24, no. 5 (September 3, 2018): 1145–62. http://dx.doi.org/10.1108/bpmj-07-2017-0211.
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Purpose Although Business Process Management (BPM) is a critical issue and small- and medium-sized family firms (SMFFs) frequently adopt process organization, very little literature focuses on the processes by which family firms remain distinctive (Chrisman et al., 2016) or on their approach to BPM. The current research aims to fill this gap by analyzing dynamic companies’ attitudes to process-driven ability that concern exploitative as well as explorative processes. The purpose of this paper is to identify which kinds of dimensions may build an ambidextrous state in BPM in SMFFs, also favored by entrepreneurial IT capabilities and influenced by a stable but changeable context. Design/methodology/approach The authors referred to vom Brocke et al.’s (2014) study as it allows a focus on BPM research in the context of SMFFs. Then, the authors adapted the framework to the context of SMFFs. In addition, an empirical analysis has been made for applying the framework’s principles on effective BPM requirements to SMFFs. In the research, the authors applied grounded theory, according to which observation and theorization are linked by circularity, as they represent moments being managed simultaneously. The theorization emerged in different moments of the empirical surveys, influencing the next data gathering and the data gathering was the object of a de-structured matching and analysis process. Findings Specific cultural and cognitive aspects, values and abilities affect the company behavior of SMFFs in terms of BPM, and this is influenced by the connection between the family and the business. Therefore, it confirms that the family is a missing variable in organizational research (Dyer, 2006) also in BPM. A good BPM permits the definition of business abilities of running the current processes, along with of acclimatizing the company to a changeable context. In regard to the exploitative and explorative strengths typical of organizational ambidexterity, the research favors, respectively, transactional excellence with a focus on net cost reduction and transformational excellence based on net revenue generation. This approach requires consideration of the difference between external and internal contingencies as well as of the different processes to manage. However, despite IT-based BPM tools and the new era of IT-based process thinking, technology appropriation is only one of our dimensions, and each dimension plays a role in good BPM behavior; only a combination of dimensions favors effective and flexible BPM. Research limitations/implications The research contributes to the literature on BPM through theoretical implications, in particular two main implications. First, the research emphasizes the impact of familiness on good BPM practice. Family appears to be a missing variable in organizational research on BPM, even though familiness affects process specificity and mechanisms. Second, the research is based on certain category dimensions that characterize management models common in the literature, allowing the application of BPM in FFs by taking advantage of their confidence and adaptability. Limitations are related to different points of view on the model’s scope and design, the recipient and the research method. Practical implications The research has two main practical implications, representing managerial potential, that improve the significance and originality of the research in internal and external contexts. In the internal context, this permits a new BPM mind-set. Originality/value The research is original for the following two reasons. First, when FF complexity grows and/or new organizational issues emerge, FFs are faced with two challenges: an increased number of complex processes to handle, along with a lack of IT-based BPM for organizational ambidexterity. In such a context, this research can suggest a solution. Second, the research is based on dimensions that have been widely characterized in general management models. For this reason, FFs may already be familiar with these dimensions. In addition, the model strongly valorizes the familiness impact on BPM development and takes into consideration the context awareness of the company.
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Badakhshan, Peyman, Kieran Conboy, Thomas Grisold, and Jan vom Brocke. "Agile business process management." Business Process Management Journal 26, no. 6 (November 18, 2019): 1505–23. http://dx.doi.org/10.1108/bpmj-12-2018-0347.
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Purpose Business Process Management (BPM) is key for successful organisational management. However, BPM techniques are often criticized for their inability to deal with continuous and significant change and uncertainty. Following recent calls to make BPM more agile and flexible towards change, this study presents the results of a systematic literature review (SLR) of agile concepts in BPM. Analysing and synthesising previous works and drawing on agility research in the field of IS, this paper introduces a framework for agile BPM. Integrating different components that define agility in the context of BPM, this framework offers a number of important implications. On the theoretical side, the authors argue that the concept of agile BPM departs in some important ways from traditional BPM research. This, in turn, points to various opportunities for future research. On the practical side, the authors suggest that emerging technologies, such as process mining, embody important features that help organisations to be more responsive to change. The paper aims to discuss these issues. Design/methodology/approach To assess the state of the art of agility in the BPM research, the authors conducted an SLR. More specifically, the authors drew on the approach of vom Brocke et al. (2009, 2015), which consists of five steps: defining the scope of the review; conceptualising the topic; searching for literature; analysing and synthesising literature; and developing a research agenda. Findings This study presents the results of a systematic review of agile concepts in BPM. This study then proposes a resulting research framework that can be used to strengthen the concept of agile BPM and provides an agenda for research in this rapidly growing and increasingly necessary area of BPM. Originality/value In this paper, the authors establish a shared understanding of agile BPM and develop an agile BPM framework that represents the current state as well as implications for research and practice in agile BPM.
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Vidgen, Richard, and Xiaofeng Wang. "From Business Process Management to Business Process Ecosystem." Journal of Information Technology 21, no. 4 (December 2006): 262–71. http://dx.doi.org/10.1057/palgrave.jit.2000076.
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New technologies, notably service-oriented architectures and Web services, are enabling a third wave of business process management (BPM). Supporters claim that BPM is informed by complexity theory and that business processes can evolve and adapt to changing business circumstances. It is suggested by BPM adherents that the business/IT divide will be obliterated through a process-centric approach to systems development. The evolution of BPM and its associated technologies are explored and then coevolutionary theory is used to understand the business/IT relationship. Specifically, Kauffman's NKC model is applied to a business process ecosystem to bring out the implications of coevolution for the theory and practice of BPM and for the relationship between business and IT. The paper argues that a wider view of the business process ecosystem is needed to take account of the social perspective as well as the human/non-human dimension.
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Baporikar, Neeta. "Business Process Management." International Journal of Productivity Management and Assessment Technologies 4, no. 2 (July 2016): 49–62. http://dx.doi.org/10.4018/ijpmat.2016070104.
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In today's business environment it is impossible for one or one group of people to fully know or understand all the dynamics associated with the operational business processes within an organization. This is why it is essential that companies map, monitor, analyze and collaborate on process knowledge and management improvement. It is here that organizations are looking towards Business Process Management (BPM), which would help to maximize the bottom-line impact of process improvement efforts through effective communication. It supports all elements of business processes - from modeling and documentation, communicating, measurement and analysis, to continuous process management and improvement. BPM is the orchestration of various business systems into identifiable and controllable systems. This paper through in depth literature review and keen observation attempts to look at what BPM means, what it includes and how it would be strategically advantageous if the organizations adopt it.
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Kuznetsov, S. Y., and I. V. Rudenko. "BUSINESS PROCESS MANAGEMENT (BPM) IN STRATEGIC MANAGEMENT." Strategic decisions and risk management, no. 2 (June 25, 2015): 92–98. http://dx.doi.org/10.17747/2078-8886-2015-2-92-98.
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Operational management of business processes is a key success factor. We reduce tactical level to the two generic concepts: current measures (higher layers) and business processes (the lower layers). For successful execution of business strategy leading companies transform to process-oriented (tactical level) and customer-oriented organizations (strategic level). We propose classification of business processes on criteria. Widening of automated business processes enables companies to become process leaders in the competitive proposition of value to consumers. The BPM concept turns into a long-term business-culture from the tactical level to the level of strategic management. We show the stages of the development of BPM system in the enterprise. In order to achieve operational efficiency benchmarking and operational intelligence are implemented. Within operational intelligence we offer metrics of the four main functional goals.
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Bazan, Patricia, and Elsa Estevez. "Social business process management." Business Process Management Journal 26, no. 1 (October 17, 2019): 191–211. http://dx.doi.org/10.1108/bpmj-09-2017-0257.
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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.
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Nadarajah, Devika, and Sharifah Latifah Syed A. Kadir. "Measuring Business Process Management using business process orientation and process improvement initiatives." Business Process Management Journal 22, no. 6 (November 7, 2016): 1069–78. http://dx.doi.org/10.1108/bpmj-01-2014-0001.
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Purpose Past research examining Business Process Management (BPM) mainly focussed on either process alignment, business process orientation (BPO) or process improvement initiative (PII) constructs. However, based on the definition of BPM by Zairi (1997) and Lee and Dale (1998), BPM comprises all the elements of process alignment, BPO and PII. Hence, the purpose of this paper is to present a total view of measuring BPM through combining BPO and PIIs. Design/methodology/approach Quantitative research technique was applied for this study. The study was carried out in Malaysia. Close-ended survey instrument was administered to a large number of organisations. Findings The findings revealed that the elements of BPM cover both process management as well as process improvements. Originality/value The findings from this study is important for practitioners to regard continuous improvement as a component of BPM practice.
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Vugec, Dalia Suša. "Defining Social Business Process Management." International Journal of E-Services and Mobile Applications 11, no. 1 (January 2019): 68–82. http://dx.doi.org/10.4018/ijesma.2019010105.
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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.
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Glykas, Michael, George Valiris, Angelika Kokkinaki, and Zoi Koutsoukou. "Banking Business Process Management Implementation." International Journal of Productivity Management and Assessment Technologies 6, no. 1 (January 2018): 50–69. http://dx.doi.org/10.4018/ijpmat.2018010104.
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Scholars and practitioners in the fields of Business Process Management (BPM), performance measurement and business information systems tend to use different approaches for implementing BPM Programs without arguing about the quality strategy set to ensure successful implementation and adoption. This lack of quality standards makes it difficult for researchers and practitioners to build on each other's work. The purpose of this article is to present a model for a BPM Program implementation in the banking sector. The authors' four steps implementation model is based on a quality strategy monitoring the different phases of the entire procedure. Through this work, they aim to identify the key characteristics of a BPM system as well as open a debate on what are the necessary and sufficient conditions for the full implementation of a BPM Program. The authors review the relevant literature and present their BPM implementation approach. Based on their research, they presented a case study on the implementation of a BPM program in a Greek bank. Some of the subjects discussed included the integration plans for the projects, Human Resources management issues, and other concepts for the improvement of the bank's processes. The main part of the case study was the integration themes that the bank in question had identified and separated in order to produce a viable and continuous plan for the full implementation of the projects. The analysis in this paper provides an approach that researchers could use as a reference framework in their efforts for implementing BPM Programs in general and more specifically in banking sector.
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Trkman, Peter, Willem Mertens, Stijn Viaene, and Paul Gemmel. "From business process management to customer process management." Business Process Management Journal 21, no. 2 (April 7, 2015): 250–66. http://dx.doi.org/10.1108/bpmj-02-2014-0010.
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Purpose – The purpose of this paper is to argue that in order to achieve customer centricity through business process management (BPM), companies have to obtain the profound understanding of customers’ processes and when necessary change not only the interactions with but also the processes of their customers. A method is presented that allows doing this in a systematic manner. Design/methodology/approach – A case study of a large multinational company was conducted. Several different sources and methods were used, including document analysis, interviews and a qualitative analysis of responses to open-ended questions. Data were gathered at three points in time: before, during and after the implementation of the presented approach. Findings – The method that was successfully employed by the case organisation consisted of combining BPM with service blueprinting, and of extending these efforts by integrating the customers’ internal processes into the scope of improvement. Research limitations/implications – The paper does not thoroughly evaluate the long-term effects of the proposed approach. Some results of the case study analysis had to be excluded from this paper due to reasons of confidentiality. Practical implications – The paper presents an approach for organisations to not only understand the needs of their customers but also the way in which their product is used in customers’ processes. In this way BPM can be implemented in a truly customer-oriented way. Originality/value – This paper extends previous work by presenting one way in which BPM can follow up on its promise of increasing an organisations customer orientation. While servitisation has received a lot of attention in various disciplines, its application within BPM research and practice has been scarce.
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Klun, Monika, and Peter Trkman. "Business process management – at the crossroads." Business Process Management Journal 24, no. 3 (June 4, 2018): 786–813. http://dx.doi.org/10.1108/bpmj-11-2016-0226.
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PurposeBusiness process management (BPM) has attracted much focus throughout the years, yet there have been calls questioning the future of BPM. The purpose of this paper is to explore the current state of the field through a dynamic literature review and identify the main challenges for its future development.Design/methodology/approachA dynamic co-citation network analysis identifies the “evolution” of knowledge of BPM and the most influential works. The results present the developed BPM subthemes in the form of clusters.FindingsThe focus within the field has shifted from facilitating wide-ranging business performance improvements to creating introverted optimizations within a particular BPM subgroup. The BPM field has thus experienced strong fragmentation throughout the years and has accrued into self-fueling subareas of BPM research such as business process modeling and workflow management. Those subareas often neglect related disciplines in other management, process modeling and organizational improvement fields.Research limitations/implicationsThe study is limited by the initial keyword choice of the authors. The subsequent co-citation analysis ameliorates the subjectivity since it produces a data set and contributions based on references.Originality/valueA new combination of historical development and the state-of-the-art of the BPM field, by employing a co-citation and cluster analysis. This dynamic literature review presents the current state of the theoretical core and attempts to identify the crossroads that BPM has reached. The study can be replicated in the future to track the changes in the field.
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Grefen, Paul. "Networked Business Process Management." International Journal of IT/Business Alignment and Governance 4, no. 2 (July 2013): 54–82. http://dx.doi.org/10.4018/ijitbag.2013070104.
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In the current economy, a shift can be seen from stand-alone business organizations to networks of tightly collaborating business organizations. To allow this tight collaboration, business process management in these collaborative networks is becoming increasingly important. This paper discusses automated support for this networked business process management: automated means to manage business processes that span multiple autonomous organizations. The author starts this paper with a treatment of intra- and inter-organizational business processes to provide a conceptual background for business process management in business networks. The author describes a number of research approaches in this area, including the context of these approaches and the architectures of the automated systems proposed by them. The approaches are described from early developments in the field relying on dedicated technology to current designs based on standardized technology in a service-oriented context. The paper thereby provides an overview of developments in the area of inter-organizational business process management in the spectrum from simple, static business networks to complex, dynamic networks. The author observes that the described BPM research efforts move from pushing new BPM technology into application domains to using BPM to realize business-IT alignment in complex application contexts.
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van der Aalst, Wil M. P. "Business Process Management: A Comprehensive Survey." ISRN Software Engineering 2013 (February 12, 2013): 1–37. http://dx.doi.org/10.1155/2013/507984.
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Business Process Management (BPM) research resulted in a plethora of methods, techniques, and tools to support the design, enactment, management, and analysis of operational business processes. This survey aims to structure these results and provide an overview of the state-of-the-art in BPM. In BPM the concept of a process model is fundamental. Process models may be used to configure information systems, but may also be used to analyze, understand, and improve the processes they describe. Hence, the introduction of BPM technology has both managerial and technical ramifications and may enable significant productivity improvements, cost savings, and flow-time reductions. The practical relevance of BPM and rapid developments over the last decade justify a comprehensive survey.
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Ko, Ryan K. L., Stephen S. G. Lee, and Eng Wah Lee. "Business process management (BPM) standards: a survey." Business Process Management Journal 15, no. 5 (September 11, 2009): 744–91. http://dx.doi.org/10.1108/14637150910987937.
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Tupa, Jiri, and Frantisek Steiner. "Industry 4.0 and business process management." Tehnički glasnik 13, no. 4 (December 11, 2019): 349–55. http://dx.doi.org/10.31803/tg-20181008155243.
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Production companies are adopting new methods for the improvement of their managing production processes. The cost, quality and time are still key important attributes for process improvement. This is reason why the Business Process Management (BPM) is the core of management in different areas, e.g., quality management, sustainability management. The new technologies based on Internet of Things and Services, SMART solutions, and the concept Industry 4.0 are opening new possibilities of BPM implementation. This theoretical paper deals with a review of new trends in BPM and a presentation of the possibilities of core technologies for Industry 4.0 in phases of BPM applications.
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Ongena, Guido, and Pascal Ravesteyn. "Business process management maturity and performance." Business Process Management Journal 26, no. 1 (June 6, 2019): 132–49. http://dx.doi.org/10.1108/bpmj-08-2018-0224.
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Purpose The importance of contextual factors is increasingly recognized in the field of business process management (BPM). The purpose of this paper is to investigate the relation between BPM maturity and process performance and the uncharted differences of two contextual factors (size and sector) in this relation. Design/methodology/approach An empirical investigation is presented based on a sample of 165 organizations. Using partial least square-multi group analysis (PLS-MGA) differences between size and sector are investigated. Findings Overall, information technology, resources and knowledge and process measurement are the most pivotal BPM maturity dimensions that contribute to a better organizational process performance. The results showed no differences between private and public organizations in the relation between BPM maturity dimensions and process performance. In contrast, product organizations benefit more than service organizations from continuous improvement of their processes. Moreover, utilizing IT technology is more beneficial for small organizations rather than large organizations. Originality/value There is a clear lack of empirical studies investigating the role of context. This research extends the limited body of literature that investigated contextual factors in the field of BPM. It is the first study to add size and sector in the posited multi-dimensional model of BPM maturity dimensions and process performance. The results provide guidance for scholars and practitioners that work on BPM practices in different contexts.
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Oruthotaarachchi, C. R., and W. M. J. I. Wijayanayake. "A Thematic Literature Review on Business Process Management." International Journal of Managing Value and Supply Chains 12, no. 1 (March 31, 2021): 1–13. http://dx.doi.org/10.5121/ijmvsc.2021.12101.
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Business Process Management (BPM) is considered as a management approach that primarily focuses on analyzing and continuously improving business processes. It has been a key strategy adapted by organizations to manage their businesses successfully along with information technology. In the past few decades BPM has been one of the promising research areas. This paper adds knowledge to the existing research by answering following questions: (1) what is the status of BPM research domain? And (2) what are the possible future research directions on BPM? A thematic review was conducted focusing a series of literature on BPM which have been published between 2001 and 2020. The findings highlight that the integration of BPM into new digital innovations, such as process mining, is essential for an effective and efficient organization. More research on BPM and IT management needs to be conducted to support this integration between BPM and digital innovations.
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Lisovsky, A. L. "SUSTAINABLE DEVELOPMENT AND BUSINESS PROCESS MANAGEMENT." Strategic decisions and risk management 10, no. 3 (November 13, 2019): 228–37. http://dx.doi.org/10.17747/2618-947x-2019-3-228-237.
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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.
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Grefen, Paul, and Oktay Turetken. "Advanced Business Process Management in Networked E-Business Scenarios." International Journal of E-Business Research 13, no. 4 (October 2017): 70–104. http://dx.doi.org/10.4018/ijebr.2017100105.
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In the modern economy, we see a shift towards networked business scenarios. In many contemporary situations, the operation of multiple organizations is tightly coupled in collaborative business networks. To allow this tightly coupled collaboration, business process management (BPM) in these collaborative networks is becoming increasingly important. We discuss automated support for this networked BPM: automated means to manage business processes that span multiple autonomous organizations - thereby combining aspects of process management and e-business. We first provide a conceptual background for networked BPM. We describe a number of research approaches in this area, ranging from early developments to contemporary designs in a service-oriented context. This provides an overview of developments in which we observe several major trends. Firstly, we see a development from support for static business processes to support for highly dynamic processes. Secondly, we see how approaches move from addressing simple business collaboration networks to addressing complex networks. Thirdly, we find a move from the use of dedicated information technology to the use of standard technology. Finally, we observe that the BPM research efforts move through time from pushing new BPM technology into application domains to using BPM to realize business-IT alignment in application contexts.
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Abeygunasekera, Ahangama Withanage Janitha Chandimali, Wasana Bandara, Moe Wynn, and Ogan Yigitbasioglu. "Nexus between business process management (BPM) and accounting." Business Process Management Journal 24, no. 3 (June 4, 2018): 745–70. http://dx.doi.org/10.1108/bpmj-12-2016-0235.
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Purpose Multidisciplinary business process management (BPM) research can reap significant impact. We can particularly benefit from incorporating accounting concepts to address some of the key BPM challenges, such as value-creation and return on investment of BPM activities. However, research which addresses a relationship between BPM and accounting is scarce. The purpose of this paper is to provide a detailed synthesis of the current literature that has integrated accounting aspects with BPM. The authors profile and thematically describe existing research, and derive evidence-based directions to guide future research. Design/methodology/approach A multi-staged structured literature review approach to search for the two broad themes, accounting and BPM, supported by NVivo (to manage the papers and the coding and analysis processes) was designed and followed. Findings The paper confirms the dearth of work that ties the two disciplines, despite the synergetic multidisciplinary results that can be attained. Available literature is mostly from the management accounting perspective and relates to describing how performance management, in particular performance measurement, can be applicable to process improvement initiatives together with tools such as activity-based costing and the balanced scorecard. There is a lack of research that examines BPM in relation to any financial accounting perspectives (such as external reporting). Future research directions are proposed together with implications for practitioners with the findings of this structured literature review. Research limitations/implications The paper provides a detailed synthesis of the existing literature on the nexus between accounting and BPM. It summarizes the implications for practitioners and provides directions for future research by identifying key gaps and opportunities with a sound contextual basis for extension and new work. Originality/value Effective literature reviews create strong foundations for future research and accumulate the otherwise scattered knowledge into a single place. This is the first structured literature review that provides a detailed synthesis of the research that ties together the accounting and BPM disciplines, providing a basis for future research directions together with implications for practitioners.
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Sarvepalli, Ashwini, and Joy Godin. "Business Process Management in the Classroom." Journal of Cases on Information Technology 19, no. 2 (April 2017): 17–28. http://dx.doi.org/10.4018/jcit.2017040102.
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Organizations are increasingly adopting Business Process Management (BPM) approaches growing the need for BPM expertise in the industry (Bandara et al., 2010). This has resulted in growing demand for college graduates who have a thorough knowledge of business processes (Lee, 2008). Hadidi (2014) pointed out that development of courses and programs in BPM area has received huge consideration in academia during recent times. This paper presents a classroom activities for teaching Business Process Management using a paper-based simulation game conducted as part of an undergraduate IS course. The paper discusses various class activities involved such as execution of the simulation game, creation of graphical representations of processes followed in the game, and creation of Business Process models using Microsoft Visio software. A post-test survey was conducted to evaluate the understanding of BPM concepts learned and analyze the effectiveness of the simulation game. The paper concludes with recommendations for future research.
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Dymora, Paweł, Maciej Koryl, and Mirosław Mazurek. "Process Discovery in Business Process Management Optimization." Information 10, no. 9 (August 29, 2019): 270. http://dx.doi.org/10.3390/info10090270.
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Appropriate business processes management (BPM) within an organization can help attain organizational goals. It is particularly important to effectively manage the lifecycle of these processes for organizational effectiveness in improving ever-growing performance and competitivity-building across the company. This paper presents a process discovery and how we can use it in a broader framework supporting self-organization in BPM. Process discovery is intrinsically associated with the process lifecycle. We have made a pre-evaluation of the usefulness of our facts using a generated log file. We also compared visualizations of the outcomes of our approach with different cases and showed performance characteristics of the cash loan sales process.
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Stravinskiene, Inga, and Dalius Serafinas. "The Link between Business Process Management and Quality Management." Journal of Risk and Financial Management 13, no. 10 (September 25, 2020): 225. http://dx.doi.org/10.3390/jrfm13100225.
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In an environment of intense globalization and digitalization, business organizations are increasingly faced with various challenges such as rising costs, strong competition, rapidly evolving technologies, increasingly demanding and whimsical consumers, and, in social terms, changing societal demands. It is within this context that the effectiveness and efficiency of the management of business organizations is actualized. The paper addresses the following fundamental questions regarding the scientific problem at the theoretical level: What is the place of Business Process Management (BPM) in the context of Quality Management (QM)? Should BPM be the axis of QM? There is a lack of interdisciplinary research on the link between Business Process Management and Quality Management, and this study aims to ground this link. Methods of the research are literature review and the critical analysis of the scientific sources on the issue. The findings show that there exists confusion, overlaps among different paradigms of QM and BPM. The BPM paradigm might be considered as an integral part of almost all essential quality management paradigms. BPM is like a horizontal area “crossing” different paradigms of quality management (e.g., TQM, SMS, Lean, Six Sigma). The conclusions drawn are useful for organizations that implement quality management systems. The integration of BPM into quality management systems and tools creates preconditions for the development of an effective and efficient organization.
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Ubaid, Alaa M., and Fikri T. Dweiri. "Business process management (BPM): terminologies and methodologies unified." International Journal of System Assurance Engineering and Management 11, no. 6 (February 21, 2020): 1046–64. http://dx.doi.org/10.1007/s13198-020-00959-y.
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Sebetci, Ozel, Mustafa Burak Gunay, and Esin Sebetci. "BUSINESS PROCESS MANAGEMENT (BPM) AND BUSINESS FLOW MANAGEMENT (WFM) APPROACH TO CONCEPTS." Ajit-e Online Academic Journal of Information Technology 9, no. 33 (October 5, 2018): 115–26. http://dx.doi.org/10.5824/1309-1581.2018.3.007.x.
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Goeke, Richard J., and Yvonne Lederer Antonucci. "Differences in Business Process Management Leadership and Deployment." Information Resources Management Journal 26, no. 2 (April 2013): 43–63. http://dx.doi.org/10.4018/irmj.2013040103.
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Business Process Management (BPM) can improve organizational effectiveness and efficiency by optimizing the performance of cross-functional processes. Despite its potential, BPM deployment success has been mixed, due in part to the substantial changes required within the organization. Three changes considered necessary for BPM deployment success include a properly defined business process organizational infrastructure (complete with formal positions and competencies), boundary-spanning process ownership, and boundary-spanning process governance. However, given that BPM has largely been driven by practitioners, deployment details often vary by company. The present research examined the extent that these deployment details were industry related, and found significant differences between the manufacturing and service sectors in terms of organizational infrastructure and process ownership. These findings provide further evidence that a ‘one-size-fits-all’ approach to BPM does not exist, and that differences in BPM deployment decisions can be related to industry sector.
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Chountalas, Panos T., and Athanasios G. Lagodimos. "Paradigms in business process management specifications: a critical overview." Business Process Management Journal 25, no. 5 (September 2, 2019): 1040–69. http://dx.doi.org/10.1108/bpmj-01-2018-0023.
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Purpose Despite its popularity, business process management (BPM) is not unequivocally defined, but obtains different forms with varying specifications. This paper presents a critical overview of BPM, as it appears within four dominant management paradigms: total quality management, standardized management systems, business process reengineering and Six Sigma. The purpose of this paper is to explore BPM specifications and compare the BPM implementation potential under each paradigm. Design/methodology/approach This is based on the analysis of a large number of highly cited scholarly publications. In order to identify the nature of BPM within each paradigm, a common framework for comparison is first established and then, for each paradigm, BPM is analyzed according to the main parameters of this framework. Findings Many differences among various BPM forms are paradigm driven. So, the approach adopted by each paradigm (i.e. individual-process or systemic approach) affects the scope and role of BPM. The principles of each paradigm directly affect the attributes assigned to BPM. Despite of important differences, the structure of BPM within all paradigms conforms to the stages of the classical BPM lifecycle. However, each paradigm assigns different weights to each stage and also displays different levels of BPM implementability. Originality/value The paper presents a first systematic comparison of BPM specifications for the dominant management paradigms primarily deployed. It thus explains why many attributes originating from the paradigms have crept into the general BPM specifications. This work can be considered as a step toward defining the core attributes of a paradigm-independent BPM model, thus enhancing its application scope as an invaluable management tool.
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AlShathry, Omar. "Business process management: a maturity assessment of Saudi Arabian organizations." Business Process Management Journal 22, no. 3 (June 6, 2016): 507–21. http://dx.doi.org/10.1108/bpmj-07-2015-0101.
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Purpose – Business Process Management (BPM) has become increasingly common among organizations in different industries. There is very limited research on the application of BPM in the MENA region and particularly in Saudi Arabia. The purpose of this paper is to provide empirical maturity assessment for selected Saudi Arabian organizations from broad range of industries. Findings showed that there is notable variability of BPM perception within the functional groups of the sample organizations. Organizations with holistic business strategy and resilient change management procedures showed more adherence to BPM practices than those with functionally driven or ad-hoc BPM initiatives. Design/methodology/approach – In this empirical study, structured interviews were undertaken with selected business functions owners from ten Saudi organizations. All selected organizations resides in the city of Riyadh with most of them having local and regional branches. The selection of the organization followed non-probability sampling technique whereby the selected organizations were those seemed easy to access and showed willingness to participate in the research. The sample organizations included different types of businesses in different industries. Even though the purpose of the study is not applicable to a particular industry type or sector, variety of business domains and variability in organizations size were considered in the selection process. Table 1 shows an overview of the organization business sector. Findings – This research investigates the current status of BPM implementation among Saudi Arabian organizations. Although there is positive favour towards BPM concepts among Saudi organizations, it seems that the practical understanding of BPM is yet to be matured. One of the noticed findings from the survey is the apparent sharp disjoint between information technology (IT) and business strategy. This segregation, from a BPM perspective, created two variants of BPM understanding; a business variant related to designing and managing business operations, and the IT one which focusses on configuring and installing BPM systems. There is a lack of a holistic view of business processes and its associated activities within an organization. Most surveyed organizations have either no clear business strategy or it is too complicated the thing that make it difficult to integrate it with BPM initiatives. Some organizations have no defined process owners for their main core business processes neither there are measurable goals for their performance. Their main BPM endeavour is mainly focused on the process activities rather than the process output and performance. Originality/value – This is the first research paper that provides empirical research on the status of BPM in the MENA region and particularly in Saudi Arabia.
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Vukšić, Vesna Bosilj, Dalia Suša Vugec, and Anita Lovrić. "Social Business Process Management: Croatian IT Company Case Study." Business Systems Research Journal 8, no. 1 (March 28, 2017): 60–70. http://dx.doi.org/10.1515/bsrj-2017-0006.
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AbstractBackground: Social business process management is an integration of social software into the business process management (BPM). Its main goal is to overcome the limitations of classical BPM by applying social software principles within the BPM lifecycle. Since BPM is a holistic discipline it is important to also include cultural and social aspects into BPM studies. Objectives: The main aim of this paper is to examine the link between organizational culture, social software usage and BPM maturity in the observed company. Methods/Approach: A case study methodology has been used for this study. An interview has been conducted in combination with a survey approach. Results: Results of the research revealed a high usage of social BPM within the observed company in combination with a high level of BPM maturity and a clan organizational culture. Conclusions: The observed IT company has knowledge intensive processes and uses social BPM to deal with the process change and optimization. The clan culture is, by its characteristics, a favourable organizational culture for social BPM.
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Goeke, Richard J., and Yvonne L. Antonucci. "Antecedents to Job Success in Business Process Management." Information Resources Management Journal 24, no. 1 (January 2011): 46–65. http://dx.doi.org/10.4018/irmj.2011010104.
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Business Process Management (BPM) maximizes firm performance by transforming isolated functional activities into streamlined, cross-functional processes. Being a relatively new discipline, disagreement exists regarding the position structure and qualifications required for success. However, certain individual differences have been associated with job performance, both in general and for specific occupations. Because BPM initiatives can be expensive and risky, understanding these individual differences may help practitioners improve their chances for BPM job success. Two models of job performance have dominated organizational research; one argues that personality traits are the chief determinants, while the other argues that intelligence and experience are most important. This paper uses logistic regression to examine the efficacy of each model in predicting job performance among BPM professionals. Results indicate that intelligence, conscientiousness, and openness to experience are the most important differentiators of BPM job performance.
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Ammar, Sameh. "Enterprise systems, business process management and UK-management accounting practices." Qualitative Research in Accounting & Management 14, no. 3 (August 7, 2017): 230–81. http://dx.doi.org/10.1108/qram-05-2016-0044.
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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.
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Geng, Jun Cheng, and Jian Wei Ma. "Research on Business Process Management System Based on SOA." Advanced Materials Research 774-776 (September 2013): 1945–50. http://dx.doi.org/10.4028/www.scientific.net/amr.774-776.1945.
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Business process management (BPM) is considered to be an effective way to improve their business agility for the enterprises. But after analysis, it found that the existing BPM system has been difficult to meet the needs of enterprises development. It analyzed the theory and technology of Service-Oriented Architecture (SOA) and BPM, and presented the BPM system solution based on SOA. Finally, it took case with a process improvement, which described the process of implementing a BPM system based on SOA. Practice has proved that the combination of SOA and BPM can greatly improve the business agility.
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Couckuyt, Dries, and Amy Van Looy. "A systematic review of Green Business Process Management." Business Process Management Journal 26, no. 2 (November 18, 2019): 421–46. http://dx.doi.org/10.1108/bpmj-03-2019-0106.
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Purpose Green Business Process Management (BPM) focusses on the ecological impact of business processes. Although it is an emerging field, different attitudes exist towards the discipline’s name, the objectives and the approaches to realise them. By means of a systematic literature review, the purpose of this paper is to arrive at a common understanding of the discipline for successful development. Design/methodology/approach The review methodology relies on a hermeneutic framework which integrates the search, analysis and interpretation of the literature. The sample is used in a text analysis to find an appropriate definition (RQ1), a bibliometric analysis to give insights in current Green BPM contributions (RQ2) and a content analysis to present differences with conventional BPM (RQ3). Findings Green BPM follows a similar development as conventional BPM, namely from a more technical perspective to also including the managerial perspective. More research is required that goes beyond the traditional business process lifecycle. Originality/value The research questions generated a comprehensive overview about application domains and research topics, which in turn can deliver benefits for both research and practitioner-related communities. Researchers identify future research avenues, while practitioners find appropriate Green BPM techniques for their domain.
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Rocha, Roberto dos Santos, Marcelo Fantinato, Lucinéia Heloisa Thom, and Marcelo Medeiros Eler. "Dynamic product line for Business Process Management." Business Process Management Journal 21, no. 6 (November 2, 2015): 1224–56. http://dx.doi.org/10.1108/bpmj-09-2014-0091.
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Purpose – The purpose of this paper is to present the proposal of a Product Line (PL)-based approach for Business Process Management (BPM) projects that cover the entire BPM lifecycle and proposes integrating it with dynamic techniques still not used together. Design/methodology/approach – The authors carried out this work using the design science research methodology. The authors assessed the proposed approach using a classification procedure created through a series of specific attributes, which enables a comparison of the proposed integrated approach with related works selected from a systematic literature review. Findings – The comparative assessment has shown that the proposed approach presents the most comprehensive solution than any other similar one suggested for the same purpose, mainly in terms of the coverage of the entire BPM lifecycle and dynamic techniques. Research limitations/implications – Due to the high-level conceptual nature of the proposed approach, the authors could not evaluate it also in terms of some controlled experiment or a case study. Originality/value – The proposed approach aims at improving the management of business processes in organizations in a systematic way using concepts and techniques that exist in other areas, but not widely used together yet, such as BPM, service-oriented computing, and Software PL.
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Roeser, Tobias, and Eva-Maria Kern. "Surveys in business process management – a literature review." Business Process Management Journal 21, no. 3 (June 1, 2015): 692–718. http://dx.doi.org/10.1108/bpmj-07-2014-0065.
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Purpose – The purpose of this paper is to conduct a literature review to provide an overview of surveys focussing on business process management (BPM)/business process orientation (BPO) or on BPM-related topics in order to describe the status quo, uncover trends, classify survey contributions and assess the possible further development of survey research. Design/methodology/approach – In order to achieve the research goals, the authors conduct a literature review. The authors analyze the retrieved literature by means of a developed analysis framework which allows the authors to examine the surveys from the meta-perspective and content-based perspective. Findings – A lot of surveys focussing on BPM/BPO or on BPM-related topics have been published in German- and English-speaking literature over the last years. Nevertheless, the authors find out that while some topics, countries/regions and industries are well explored others were neglected in the past. Moreover, the authors provide first evidence that companies have a different BPM demand. Finally, the authors conclude that although the implications of the incorporated surveys provide a good starting point for practitioners they seem to be too abstract to be helpful for them. Thus, the authors recommend the conduction of qualitative research endeavors to develop adaptable theories for practitioners. Research limitations/implications – This literature review focusses on survey research in BPM. It could be repeated in order to verify the findings and moreover to track progress. However, although the authors followed the steps proposed for a literature review, the selection of relevant articles might be a limitation of this paper. Originality/value – The literature review provides an overview of surveys focussing on BPM/BPO or on BPM-related topics that have been published so far. The developed and strictly applied analysis framework supports a systematic analysis of survey research and could therefore provide a detailed picture of the current state of this research field. To the best of the authors’ knowledge, no comparable literature review has been undertaken until now.
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Madhavi, Ms Challa, and Dr Nalini Bikkana. "Quality of work life and Human resource Management in Business Process Management BPM Companies in India." International Journal of Trend in Scientific Research and Development Volume-1, Issue-2 (February 28, 2017): 35–40. http://dx.doi.org/10.31142/ijtsrd8288.
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Ardiansyah, Alfian, Fikri Fiuca Fardana, and Muhammad Ainul Yaqin. "Analisis dan Perancangan Artificial Intelligence Pada Business Process Management." ILKOMNIKA: Journal of Computer Science and Applied Informatics 3, no. 1 (April 30, 2021): 69–82. http://dx.doi.org/10.28926/ilkomnika.v3i1.121.
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Business process management (BPM) menawarkan struktur yang terorganisir dalam menangani proses bisnis. Tetapi, hal ini tergantung pada rutinitas yang kaku dan hanya memiliki fleksibilitas yang terbatas. Dengan teknologi artificial Intelligence (AI), akan tercipta BPM yang memiliki performa lebih baik, untuk mendorong inovasi dan menjaga efisiensi operasional. Hal ini diperlukan untuk meningkatan proses dan kecerdasan manusia dengan kecerdasan mesin. Salah satu solusinya adalah adanya AI di BPM. AI di BPM sangat ideal untuk situasi yang rumit dimana volume data yang besar terlibat dan manusia harus mengambil keputusan. AI di BPM mampu melakukan tugas yang kompleks yang membutuhkan pemikiran dan aktivitas manusia yang luas. Artificial intelligence dan business process management yang secara bersamaan dapat menawarkan pemahaman yang lebih baik tentang proses bisnis yang terjadi dengan operasi yang lebih lancar dari awal hingga akhir.
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Mercia, W. Gunawan, A. N. Fajar, H. Alianto, and Inayatulloh. "Developing cloud-based Business Process Management (BPM): a survey." Journal of Physics: Conference Series 978 (March 2018): 012035. http://dx.doi.org/10.1088/1742-6596/978/1/012035.
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Margherita, Alessandro. "Business process management system and activities." Business Process Management Journal 20, no. 5 (August 26, 2014): 642–62. http://dx.doi.org/10.1108/bpmj-04-2013-0050.
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Purpose – Business process management (BPM) is still mostly associated with methods and software tools for process modeling, automation and redesign/performance analysis, with limited effort toward building and applying interdisciplinary approaches which capture the real complexity of business processes. The purpose of this paper is to elaborate a system view of BPM and presents an actionable body of knowledge to enhance process-related decisions and actions within organizations. Design/methodology/approach – A design science approach is used to build a conceptual contribution based on extended process management literature and a multi-year author experience in the area of business process engineering in both research and education contexts. Findings – A business process management system includes strategy, model, execution and performance dimensions whereas the management of a process involves activities related to scope, structure, resource, systems, dependency, exception, performance and external integration. Research limitations/implications – The frameworks and related definitions need further theoretical development and refinement in terms of the components and reciprocal relations among system and activity elements. In this vein, the study would also benefit from real-life applications and empirical analysis. Practical implications – The paper can support process implementation, maturity assessment and competence development efforts within organizations as well as be a foundational work to advance the creation of a global body of knowledge on process management. Originality/value – The paper proposes a holistic perspective on BPM as a system of components and a bundle of activities, thus providing a twofold strategic and operational tool for process analysts and managers at different levels.
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Riemann, Ute. "Benefits and Challenges for Business Process Management in the Cloud." International Journal of Organizational and Collective Intelligence 5, no. 2 (April 2015): 80–104. http://dx.doi.org/10.4018/ijoci.2015040104.
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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.
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Urquhart, Bonnie S., and Waqar Haque. "Using Business Ontology to Integrate Business Architecture and Business Process Management for Healthcare Modeling." International Journal of Conceptual Structures and Smart Applications 6, no. 2 (July 2018): 18–41. http://dx.doi.org/10.4018/ijcssa.2018070102.
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Patient safety and quality of health care services continue to be an issue within healthcare organizations. Quality improvement of healthcare processes at a systems level requires a shared language so the system is well understood across and between business areas. Business ontology provides the ability to create a shared language which can be used to integrate business process management (BPM) and business architecture (BA) concepts to identify, prioritize, and plan system wide improvement. The effective application of this comprehensive management approach has been demonstrated using medication management services within a publicly funded Canadian healthcare organization. This article illustrates how the foundational ontology developed by the Global University Alliance and the related Business Process Management Ontology (BPMO) can be used to facilitate the integration of BA and BPM concepts to improve quality of medication management. The development of business artefacts resulted in a prioritized list of improvement initiatives and an action plan to implement and monitor the initiatives. The integration of BPM and BA using an ontology in a healthcare setting yields improved services at the systems level.
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Marjanovic, Olivera. "The Importance of Process Thinking in Business Intelligence." International Journal of Business Intelligence Research 1, no. 4 (October 2010): 29–46. http://dx.doi.org/10.4018/jbir.2010100102.
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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.
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Osuszek, Łukasz, and Stanisław Stanek. "IT Solution for Business Process Management Efficiency – Evaluation." Annales Universitatis Mariae Curie-Skłodowska, sectio H, Oeconomia 52, no. 2 (July 27, 2018): 91–110. http://dx.doi.org/10.17951/h.2018.52.2.91-110.
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Saragiotis, Periklis. "Business process management in the port sector: a literature review." Maritime Business Review 4, no. 1 (March 18, 2019): 49–70. http://dx.doi.org/10.1108/mabr-10-2018-0042.
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Purpose This paper aims to review the application of business process management (BPM) in the port sector. Its objective is to understand whether BPM principles are applied in the port sector, the role of the procedural factor in port performance evaluation and whether electronic data interchange systems have been used for process management purposes. Design/methodology/approach The objective of this research is to conduct a critical review of existing academic literature in the domain of BPM and its application in the ports sector. This paper assessed more than a hundred recent publications, from key journals in the domains of port economics, BPM and information technology. The two principle platforms used are the online databases of the World Bank Group and the University of Antwerp. Findings Academic literature reviewed reveals a partial application of BPM in the port and maritime sector. BPM related research is conducted via the utilization of modeling algorithms or optimization and simulation tools. There exists evidence that electronic data interchange (EDI) data extracted from EDI platforms can be used to model inter-organizational business processes in several industries. Yet, to the best of the author’s knowledge, no research investigates Port Community System (PCS) or single window (SW) data utilization for BPM purposes, although PCS and SW benefits are well documented. Port performance is largely assessed based on the production theory, and limited number of studies use elements of procedural efficiency as variables for their analysis. Originality/value The holistic application of BPM has been researched in numerous industries but in the port sector. This paper constitutes the first section of an original research study to define key components, assumptions and constraints for developing a comprehensive BPM framework in the port sector.
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Inês Dallavalle de Pádua, Silvia, Janaina Mascarenhas Hornos da Costa, Mayara Segatto, Melchior Aparecido de Souza Júnior, and Charbel José Chiappetta Jabbour. "BPM for change management: two process diagnosis techniques." Business Process Management Journal 20, no. 2 (April 1, 2014): 247–71. http://dx.doi.org/10.1108/bpmj-03-2013-0039.
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Purpose – This paper focuses on organizational change through the business process management approach. While “business process modeling” permits understanding process activities and their activities with other participants, “current reality tree (CRT)” technique promotes the identification of process constraints. The purpose of this study is to compare the results from applying both diagnostic techniques, process modeling, using the business process modeling notation, and root cause analysis, using the CRT. Design/methodology/approach – The comparison is made using a pre-experiment in which two teams conducted diagnoses concomitantly in the information technology management (ITM) process of one unit of the biggest and prestigious higher education institution (HEI) in Brazil. Findings – The modeling technique and the CRT should be considered complementary techniques, since applying one does not diminish or exclude the importance of using the other. Results were compared analyzing which dimensions of the process each technique highlighted: strategy, organization, activity/information and resources. Research limitations/implications – A possible limitation of this research is that the experiment was conducted in a single process and the result cannot be generalized to other processes. Practical implications – It may be noted that the main contribution of this study is the presentation of the steps of two techniques for process diagnosis. It is expected that with the reports on diagnoses outcomes, team's assessment and the perception of the managers presented here other improvement teams may use the results of this research as an inspiration to perform process diagnosis, and as basis for decision making to define which technique to use according to the specific needs of process improvement. Originality/value – The paper stands out the comparison of the technique application's outcomes. This study offers valuable insights to the organizations that are interested in restructuring their processes. It delineates many important benefits of such a diagnosis techniques. It also identifies possible pitfalls and recommends guidelines for the successful conduction of process diagnoses initiatives.
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Binci, Daniele, Sara Belisari, and Andrea Appolloni. "BPM and change management." Business Process Management Journal 26, no. 1 (November 19, 2019): 1–23. http://dx.doi.org/10.1108/bpmj-06-2018-0158.
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Purpose The purpose of this paper is to focus on the implementation of an ambidexterity strategy in a large Italian Company that works in the energy field. The aim of the study is to understand how contextual ambidexterity has been achieved during a business process management (BPM) approach by describing the main variables that interacted during the project implementation. Design/methodology/approach The authors based their study both on primary (direct observation and interviews) and secondary (company manuals, books and procedures) qualitative investigations of BPM approach based on three business process re-engineering (BPR) projects and nine total quality management (TQM) projects, focused on change team behaviors, dynamics and dialogues. Findings The authors observed that the implementation of simultaneously radical and incremental change projects has been influenced by the exploration and exploitation activities related to every single TQM and BPR project considered. The findings suggest that the overall project has been influenced by four main underlying variables, which are task specialization and systems interoperability (knowledge transfer), identity and leadership (knowledge conversion) and two output variables (ambiguity and feedback to change), that, by interacting, enable ambidexterity. Research limitations/implications BPM is an important option to consider within the ambidexterity theory, being conceptually conceived as an approach in which TQM and BPR actually complement each other. Moreover, the results contextualize the importance of the change management team (CMT) to manage the connections between knowledge creation and refinement, and vice versa, depending particularly on the knowledge conversion process enabled by a flexible team culture. The focus of the study is mainly at the BPR and TQM project level. The authors consider structural ambidexterity and its enabling mechanisms as the framework in which BPM is implemented. Moreover, research limitations are related both to the specificity of the context, a large, highly specialized and mechanistic company and to the qualitative approach that may reduce the generalization of the empirical results. Practical implications Managers need to be cognizant and aware both of the BPM techniques, in order to sustain ambidexterity, and of ambiguity and change feedback as variables that enable the effective connection of the different steps of innovation or refinement strategy and, therefore, of ambidexterity. Moreover, the contextual factors such as leadership and people identity should be considered and managed as important variables related to change. Originality/value The originality of this paper is related to improving the understanding of how to implement the theoretical concept of ambidexterity in a real world organization, by providing new evidence that highlights the importance of contextual ambidexterity within a structural ambidexterity strategy during a BPM project.
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Lehnert, Martin, Alexander Linhart, and Maximilian Roeglinger. "Exploring the intersection of business process improvement and BPM capability development." Business Process Management Journal 23, no. 2 (April 3, 2017): 275–92. http://dx.doi.org/10.1108/bpmj-05-2016-0095.
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Purpose Despite an obvious connection, business process improvement and business process management (BPM) capability development have been studied intensely, but in isolation. The authors thus aim to make the case for the research located at the intersection of both streams. The authors thereby focus on the integrated planning of business process improvement and BPM capability development as this is where, in the authors’ opinion, both streams have the closest interaction. The authors refer to the research field located at the intersection of business process improvement and BPM capability development as process project portfolio management. The paper aims to discuss these issues. Design/methodology/approach The authors structure the field of process project portfolio management drawing from extant knowledge related to BPM, project portfolio management, and performance management. The authors also propose a research agenda in terms of exemplary research questions and research methods. Findings The proposed structure shows which business objects and interactions should be considered when engaging in process project portfolio management. The research agenda contains exemplary questions structured along the intersections of BPM, project portfolio management, and performance management. Research limitations/implications This paper’s main limitation is that it reflects the authors’ individual viewpoints based on experiences of several industry projects and prior research. Originality/value This paper addresses a neglected research field, opens up new avenues for interdisciplinary BPM research, and contributes a novel perspective to the ongoing discussion about the future of BPM.
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Malinova, Monika, and Jan Mendling. "Identifying do’s and don’ts using the integrated business process management framework." Business Process Management Journal 24, no. 4 (July 2, 2018): 882–99. http://dx.doi.org/10.1108/bpmj-10-2016-0214.
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Purpose The authors observe that actionable guidelines are missing from many reference works on business process management (BPM). Also, success factors are mostly not contextualized in the different phases and concerns of a BPM initiative. The purpose of this paper is to address this research gap. Design/methodology/approach The research design builds on a literature survey for building an integrated framework for BPM that is referred to as integrated BPM. It integrates lifecycle phases, capability areas and governance aspects. Then, the authors consolidate insights from expert interviews. Findings As a result, the authors provide a list of various activities that are associated with the different elements of BPM. Furthermore, the authors describe pitfalls for each of the elements that have been avoided in order to make the BPM initiative a success. Research limitations/implications The findings emphasize the potential to study BPM success and its factors on a more fine-granular activity level. Practical implications The list of activities and the list of pitfalls are directly applicable for practitioners. Originality/value The research on the integrated BPM framework consolidates insights from prior research and extends it with an expert perspective on pitfalls.
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Sikdar, Arijit, and Jayashree Payyazhi. "A process model of managing organizational change during business process redesign." Business Process Management Journal 20, no. 6 (October 28, 2014): 971–98. http://dx.doi.org/10.1108/bpmj-02-2013-0020.
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Purpose – Business process implementation has been primarily seen as a redesign of the workflow with the consequent organizational change assumed to be taking place automatically or through a process of “muddling through”. Although evidence suggests that 70 per cent of business process reengineering programmes have failed due to lack of alignment with corporate change strategy, the question of alignment of workflow redesign with the organizational change process has not received adequate attention. The purpose of this paper is to provide a framework for managing organizational change in a structured manner during workflow redesign, a perspective missing in the literature on business process management (BPM) implementation. Design/methodology/approach – This paper attempts to integrate the 8-S dimensions of Higgins model across the different phases of workflow redesign to develop a process framework of managing organizational change during BPM workflow redesign. As an exploratory study the paper draws on existing literature on BPM and change alignment to conceptualize an alignment framework of associated managerial activities involved during different phases of BPM workflow redesign. The framework is evaluated against two case studies of business process implementation to substantiate how lack of alignment leads to failure in BPM implementation. Findings – The paper provides a conceptual framework of how organizational change should be managed during BPM implementation. The model suggests the sequence of alignment of the 8-S dimensions (Higgins, 2005) with the different phases of the workflow redesign and identifies the role of the managerial levels in the organization in managing the alignment of the 8-S dimensions during business process change. Practical implications – This framework would provide managers with an execution template of how to achieve alignment of the workflow redesign with the 8-S dimensions thus facilitating effective organizational change during business process implementation. Originality/value – This paper proposes a process model of how organizational elements should be aligned with the workflow redesign during business process change implementation. No such model is available in BPM literature proposing alignment between hard and soft factors.
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Uriona Maldonado, Mauricio, Matheus Eduardo Leusin, Thiago Carrano de Albuquerque Bernardes, and Caroline Rodrigues Vaz. "Similarities and differences between business process management and lean management." Business Process Management Journal 26, no. 7 (April 13, 2020): 1807–31. http://dx.doi.org/10.1108/bpmj-09-2019-0368.
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PurposeBusiness process management (BPM) and lean management (LM) are both recognized for improving organizational performance through continuous improvement, yet their similarities and differences have been poorly discussed so far. This paper aims to find their main differences and similarities using a systematic method for literature review.Design/methodology/approachThe paper uses a structured literature review known as SYSMAP (Scientometric and sYStematic yielding MApping Process). The method integrates bibliometrics and content analysis procedures to perform in-depth analysis of the literature at hand.FindingsBoth methodologies seek continuous improvement with focus on the customer and process standardization, but they are divergent mainly in relation to the flow they intend to improve. The impossibility of implementing both methodologies in an effective way was also observed, mainly due to the differences they present in relation to how to achieve the continuous improvement cycle.Research limitations/implicationsAs any other literature reviews, the major limitation is to have omitted relevant literature even though all available procedures have been used to avoid this situation.Practical implicationsThis paper offers a novel perspective from the practitioner side. LM may be better used in human-intensive process improvement whereas BPM in technology-intensive ones. Such characteristics open up new opportunities for practitioners aiming at integrating both approaches.Originality/valueThis is the first paper that systematically analyses the body of literature of BPM and LM with the means to better understand their similarities and differences.