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Journal articles on the topic 'Business Process'

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Published: 4 June 2021
Last updated: 8 June 2024

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1

Bhaskar, Lal. "Business process reengineering: A process based management tool." Serbian Journal of Management 13, no. 1 (2018): 63–87. http://dx.doi.org/10.5937/sjm13-13188.

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Jia-Xing Wang, Jia-Xing Wang, Si-Bin Gao Jia-Xing Wang, Cong-Er Yuan Si-Bin Gao, Da-Peng Tan Cong-Er Yuan, and Jing Fan Da-Peng Tan. "Service Process Improvement Based on Business Process Management." 網際網路技術學刊 22, no. 5 (September 2021): 1117–28. http://dx.doi.org/10.53106/160792642021092205015.

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3

Katarzyna, Budzynska. "Business Process Offshoring in Poland." New Trends and Issues Proceedings on Humanities and Social Sciences 3, no. 4 (March 22, 2017): 119–28. http://dx.doi.org/10.18844/gjhss.v3i4.1534.

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4

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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5

Richman Miyambu, Gezani, and Solly Matshonisa Seeletse. "Numeric measurement of business process optimization." Environmental Economics 7, no. 4 (December 9, 2016): 20–24. http://dx.doi.org/10.21511/ee.07(4).2016.02.

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The paper describes a simple, straightforward method to measure progress of business process optimization (BPO). The aim is to derive measures of the degree of BPO attainment in order to identify future priority focus for ensuing exercises. These measures can help to identify components of business that should be improved towards full optimization of processes in business. In an ideal case of the business containing all the components, a large business scenario is assumed. However, flexibility is permissible when changes are experienced with either some business aspects missing or new ones added. A measure of BPO progress was eventually developed based on these circumstances. A BPO measurement is described for presentation as a percentage or proportion. Keywords: BPE, BPO, change management, measure, risk management, success factor. JEL Classification: C1, C3, C5, C6, O3
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6

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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7

Elliman, Tony, Tally Hatzakis, and Alan Serrano. "Business Process Simulation." International Journal of Enterprise Information Systems 2, no. 3 (July 2006): 43–58. http://dx.doi.org/10.4018/jeis.2006070104.

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8

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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9

Ziegel, Eric R., and Robert Camp. "Business Process Benchmarking." Technometrics 38, no. 2 (May 1996): 193. http://dx.doi.org/10.2307/1270437.

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10

Guha, Subashish, William J. Kettinger, and James T. C. Teng. "BUSINESS PROCESS REENGINEERING." Information Systems Management 10, no. 3 (January 1993): 13–22. http://dx.doi.org/10.1080/10580539308906939.

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11

Motwani, Jaideep, Ashok Kumar, James Jiang, and Mohamed Youssef. "Business process reengineering." International Journal of Operations & Production Management 18, no. 9/10 (September 1998): 964–77. http://dx.doi.org/10.1108/eum0000000004536.

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12

Llewellyn, Nick, and Colin Armistead. "Business process management." International Journal of Service Industry Management 11, no. 3 (August 2000): 225–43. http://dx.doi.org/10.1108/09564230010340751.

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13

Landesman, Linda Young, Forest Markowitz, and Nelson Conde. "Business Process Improvement." Journal of Public Health Management and Practice 16, no. 2 (March 2010): 104–9. http://dx.doi.org/10.1097/phh.0b013e3181c65534.

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14

Grigori, Daniela, Fabio Casati, Malu Castellanos, Umeshwar Dayal, Mehmet Sayal, and Ming-Chien Shan. "Business Process Intelligence." Computers in Industry 53, no. 3 (April 2004): 321–43. http://dx.doi.org/10.1016/j.compind.2003.10.007.

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15

Kalina, Christine M., James Fitko, and Charles W. Barthel. "Business Process Design." AAOHN Journal 45, no. 7 (July 1997): 337–41. http://dx.doi.org/10.1177/216507999704500704.

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Childre, Frances, Charles W. Barthel, Christine M. Kalina, and James Fitko. "Business Process Design." AAOHN Journal 46, no. 12 (December 1998): 581–88. http://dx.doi.org/10.1177/216507999804601204.

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17

Hull, Richard, Jan Mendling, and Stefan Tai. "Business process management." Information Systems 37, no. 6 (September 2012): 517. http://dx.doi.org/10.1016/j.is.2011.10.008.

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18

Becker, Jörg, and Martin Kugeler. "Business Process Reengineering." Controlling 13, no. 10 (2001): 489–96. http://dx.doi.org/10.15358/0935-0381-2001-10-489.

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19

Barothy, Thomas, Markus Peterhans, and Kurt Bauknecht. "Business process reengineering." ACM SIGOIS Bulletin 16, no. 1 (August 1995): 3–10. http://dx.doi.org/10.1145/209891.209892.

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20

Eicher, Jill, and David Ruder. "Business Process Analytics." Journal of Alternative Investments 10, no. 2 (September 30, 2007): 76–84. http://dx.doi.org/10.3905/jai.2007.695270.

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21

Pourmasoumi, Asef, and Ebrahim Bagheri. "Business process mining." Encyclopedia with Semantic Computing and Robotic Intelligence 01, no. 01 (March 2017): 1630004. http://dx.doi.org/10.1142/s2425038416300044.

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One of the most valuable assets of an organization is its organizational data. The analysis and mining of this potential hidden treasure can lead to much added-value for the organization. Process mining is an emerging area that can be useful in helping organizations understand the status quo, check for compliance and plan for improving their processes. The aim of process mining is to extract knowledge from event logs of today’s organizational information systems. Process mining includes three main types: discovering process models from event logs, conformance checking and organizational mining. In this paper, we briefly introduce process mining and review some of its most important techniques. Also, we investigate some of the applications of process mining in industry and present some of the most important challenges that are faced in this area.
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22

Ляндау, Юрий, YUriy Lyandau, Денис Стасевич, and Denis Stasevich. "Business process automation." Russian Journal of Management 2, no. 6 (December 30, 2014): 290–302. http://dx.doi.org/10.12737/11220.

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The article deals with the modern approach of integrated automation of business processes based on the developed strategy of information technology, its benefits, results and structure. The authors study the basic integrated applications to automate complex business processes.
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23

vom Brocke, Jan, Lars Mathiassen, and Michael Rosemann. "Business Process Management." WIRTSCHAFTSINFORMATIK 56, no. 4 (June 3, 2014): 207–8. http://dx.doi.org/10.1007/s11576-014-0420-8.

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24

Becker, Jörg, Michael Rosemann, Maximilian Röglinger, and Michael zur Muehlen. "Business Process Management." Business & Information Systems Engineering 4, no. 5 (August 29, 2012): 227–28. http://dx.doi.org/10.1007/s12599-012-0228-2.

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25

vom Brocke, Jan, Lars Mathiassen, and Michael Rosemann. "Business Process Management." Business & Information Systems Engineering 6, no. 4 (June 3, 2014): 189. http://dx.doi.org/10.1007/s12599-014-0330-8.

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26

van der Aalst, Wil M. P., Marcello La Rosa, and Flávia Maria Santoro. "Business Process Management." Business & Information Systems Engineering 58, no. 1 (January 4, 2016): 1–6. http://dx.doi.org/10.1007/s12599-015-0409-x.

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27

Pernici, Barbara, and Mathias Weske. "Business process management." Data & Knowledge Engineering 56, no. 1 (January 2006): 1–3. http://dx.doi.org/10.1016/j.datak.2005.02.003.

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Dustdar, Schahram, José Luiz Fiadeiro, and Amit Sheth. "Business process management." Data & Knowledge Engineering 64, no. 1 (January 2008): 1–2. http://dx.doi.org/10.1016/j.datak.2007.06.004.

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29

Hungenberg, Harald, and Torsten Wulf. "Business Process Reengineering." Zeitschrift für wirtschaftlichen Fabrikbetrieb 93, no. 7-8 (July 1, 1998): 304. http://dx.doi.org/10.1515/zwf-1998-937-807.

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30

Greasley, Andrew. "Using business‐process simulation within a business‐process reengineering approach." Business Process Management Journal 9, no. 4 (August 2003): 408–20. http://dx.doi.org/10.1108/14637150310484481.

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31

Bae, Hyerim, Sanghyup Lee, and Ilkyeong Moon. "Planning of business process execution in Business Process Management environments." Information Sciences 268 (June 2014): 357–69. http://dx.doi.org/10.1016/j.ins.2013.12.061.

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32

Schäfermeyer, Markus, Christoph Rosenkranz, and Roland Holten. "The Impact of Business Process Complexity on Business Process Standardization." Business & Information Systems Engineering 4, no. 5 (August 23, 2012): 261–70. http://dx.doi.org/10.1007/s12599-012-0224-6.

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33

Flores-Jimeno, Rocío, and Inmaculada Jimeno-García. "Dynamic analysis of different business failure process." Problems and Perspectives in Management 15, no. 2 (September 27, 2017): 486–99. http://dx.doi.org/10.21511/ppm.15(si).2017.02.

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This work is framed in the research of business failure. We examine a method of analyzing the dynamics of financial failure. The authors examine a method of analyzing the dynamics of financial failure, because our goal is to analyze how the economic and financial indicators show the risk of failure in a group of companies. Using a sample of 163 companies declared bankrupt or dissolved, the authors show how to depict company trajectories of behavior and movement to terminal failure. They analyze these trajectories to find and describe empirical evidence of the different dynamics of bankruptcy. The authors also show that the estimation of failure risk is more accurate when these different failure trajectories are defined. In conclusion, the authors can see that there are different failure trajectories. One can use these different trajectories to identify more efficiently the indicators warning of the failure risk of the companies analyzed.
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34

Venkatraman, Sitalakshmi, and Ramanathan Venkatraman. "Process Innovation and Improvement Using Business Object-Oriented Process Modelling (BOOPM) Framework." Applied System Innovation 2, no. 3 (July 18, 2019): 23. http://dx.doi.org/10.3390/asi2030023.

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In the past decades, a number of methodologies have been proposed to innovate and improve business processes that play an important role in enhancing the operational efficiency of an organisation in order to attain business competitiveness. Traditional business process modelling (BPM) approaches are process-centric and focus on the workflow, ignoring the data modelling aspects that are essential for today’s data-centric landscape of modern businesses. Hence, a majority of BPM initiatives have failed in several organisations due to the lack of data-driven insights into their business performance. On the other hand, the information systems of today focus more on dataflows using object-oriented modelling (OOM) approaches. Even standard OOM approaches, such as unified modelling language (UML) methods, exhibit inherent weaknesses due to their lack of formalized innovation with business objects and the dynamic control-flows of complex business processes. In addition to these issues, both BPM and OOM approaches have been augmented with an array of complex software tools and techniques which have confused businesses. There is a lack of a common generalized framework that integrates the well-formalised control-flow based BPM approach and the dataflow based OOM approach that is suitable for today’s enterprise systems in order to support organisations to achieve successful business process improvements. This paper takes a modest step to fill this gap. We propose a framework using a structured six-step business process modelling (BPM) guideline combined with a business object-oriented methodology (BOOM) in a unique and practical way that could be adopted for improving an organisation’s process efficiency and business performance in contemporary enterprise systems. Our proposed business object-oriented process modelling (BOOPM) framework is applied to a business case study in order to demonstrate the practical implementation and process efficiency improvements that can be achieved in enterprise systems using such a structured and integrated approach.
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35

Duh, Mojca. "Family business succession as knowledge creation process." Kybernetes 43, no. 5 (April 29, 2014): 699–714. http://dx.doi.org/10.1108/k-08-2013-0172.

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Purpose – The purpose of this paper is to broaden the understanding of family business succession as organizational knowledge creation process. Design/methodology/approach – The paper is built on organizational knowledge creation theory and reviews literature on family business succession. Four modes of knowledge conversion are followed to identify knowledge creation activities contributing to family business's knowledge base and to develop propositions. Findings – Successful realization of succession depends not only on “traditional” knowledge creation activities of socialization and internalization, but as well as on active involvement of successor(s) in many aspects of business functioning. This contributes not only to widening successor(s) knowledge base but as well as to the firm's tacit and explicit knowledge triggering a new spiral of knowledge. Research limitations/implications – The paper limits the research on leadership succession as one of the most challenging tasks in family business's life cycle. Moreover, research findings have implications for small- and medium-sized family businesses due to the strong preference of keeping the leadership within a family. Practical implications – Propositions developed provide useful cognitions to professionals and stakeholders involved in succession process. If they understand the complexity of knowledge creation process, they can stand a better chance of improving the process of successor(s)’ development and leadership transfer in such a way that family business will have better chance to survive and progress after the transition. Originality/value – The research provides a comprehensive framework of knowledge creation activities during succession thus indicating the requisitely holistic approach to succession from organizational knowledge creation perspective. The study contributes to the organizational knowledge creation theory and the succession theory.
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36

Gulledge, Thomas R., and Rainer A. Sommer. "Process coupling in business process engineering." Knowledge and Process Management 6, no. 3 (September 1999): 158–65. http://dx.doi.org/10.1002/(sici)1099-1441(199909)6:3<158::aid-kpm62>3.0.co;2-1.

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37

Mutwil, Anita. "Market Analysis of Business Process Outsourcing in Logistics." Marketing i Zarządzanie 42 (2016): 127–38. http://dx.doi.org/10.18276/miz.2016.42-08.

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38

Valiris, George, and Michalis Glykas. "Business analysis metrics for business process redesign." Business Process Management Journal 10, no. 4 (August 2004): 445–80. http://dx.doi.org/10.1108/14637150410548100.

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39

Pritchard, Jean‐Philip, and Colin Armistead. "Business process management – lessons from European business." Business Process Management Journal 5, no. 1 (March 1999): 10–35. http://dx.doi.org/10.1108/14637159910249144.

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40

Zaini, Zuraida, and Aslina Saad. "Business Process Reengineering as the Current Best Methodology for Improving the Business Process." Journal Of ICT In Education 6 (June 30, 2019): 66–85. http://dx.doi.org/10.37134/jictie.vol6.7.2019.

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Currently, most companies or organizations can select a number of methodologies to improve their business processes, which include Six Sigma, Lean Thinking, Lean Six Sigma, Business Process Reengineering, Total Quality Management, Kaizen and Poka-Yoka. However, selecting an appropriate methodology has to be guided by the organization’s objectives. In this respect, the BPR is one of the best methodologies that can help organizations to ensure the continuity of their businesses so they will remain relevant for a long time. More importantly, the BPR can help members of organizations to rethink about their existing practices such as to introduce significant improvements to their business process. Based on a literature review, the researchers carried out a comparative analysis on four leading methodologies, namely BPR, Six Sigma, Lean Thinking, and Kaizen. The comparison of the methodologies were based on 11 aspects, namely the concept, effect, use of information technology, focus, involvement of workers, degree of change, level of risk, creation of a study, model, duration, and cost. In addition, the researchers elaborated the six phases of the implementation of BPR. The comparative analysis revealed that the BPR was the best among the four methodologies analysed, as it could help radically and holistically improve the overall business process of an organization. Thus, organizations that need such a change in their business processes can adopt the BPR as the most appropriate methodology than can help bring the intended improvements to their workplace.
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41

Melnyk, Leonid, Lyudmila Kalinichenko, Yuliia Rozghon, Oleksandr Derykolenko, Oksana Kovtun, and Oleg Tulyakov. "Prospects of business process management based on chatbots." Problems and Perspectives in Management 22, no. 2 (May 7, 2024): 197–212. http://dx.doi.org/10.21511/ppm.22(2).2024.16.

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The relevance of the study is due to the growing need to use chatbots to optimize business processes. The purpose is to form a theoretical basis and practical tools for increasing the efficiency of using chatbots in business processes. The theoretical basis involves substantiating the theoretical foundations of forming a conditional chatbot profile for an optimization system. The practical toolkit includes chatbot components that depend on the complexity of tasks, the type of services, the specifics of customers, financial conditions, and other features of business processes. The result is the formation of a system profile of the chatbot, which would allow increasing the efficiency of its use in business processes. The key system components of the chatbot are substantiated: the technologies used, types of users, optimal areas of application, application algorithms, basic tools, and limitations in application. By varying the parameters of system components, one can choose their optimal values to increase the efficiency of using chatbots in business processes. It is advisable to use the specified system in business processes when determining the demand for products and their sales. The use of chatbots allows to reduce the time to complete business processes, personnel costs, and resources related to their implementation. AcknowledgmentThe paper was prepared in the framework of the research projects “Fundamental grounds for Ukraine’s transition to a digital economy based on the implementation of Industries 3.0; 4.0; 5.0” (No. 0124U000576) and “Digital transformations to ensure civil protection and post-war economic recovery in the face of environmental and social challenges” (No. 0124U000549).
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42

Kožíšek, František, and Ivan Vrana. "Business Process Modelling Languages." Agris on-line Papers in Economics and Informatics 9, no. 3 (September 30, 2017): 39–49. http://dx.doi.org/10.7160/aol.2017.090304.

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43

Bogoslovskaya, Natalya Valentinovna, and Aleksandr Viktorovich Brzhezovskii. "Executable Business Process Modeling." Development of education, no. 1 (7) (March 13, 2020): 29–34. http://dx.doi.org/10.31483/r-74738.

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As noted in the explanatory note to the «Information Systems Specialist» professional standard, the success of implementing information systems is largely determined by the accuracy of their adaptation to the business processes of the customer organization. Today, BPMN notation is often used as a tool for extracting requirements for information systems. BPMN provides executable semantics that make it possible not only to draw up a detailed specification of a business process, but also to model it with numerical estimates. The aims of this study are to choose tools for teaching students from the number provided by BPMN notation: descriptive, analytical and executable, which allow to implement the third level of modeling; to define a methodology for teaching business modeling, including the ability to execute business processes in the universal BPMN runtimes and as an add-on on the configuration of the information system. The following methods have been used: comparative analysis and testing of the functionality provided for the development of business processes in the Bizagi and 1C: Enterprise tool environments, including the creation of the data and presentation layers necessary for BPMN execution. As a result, the main stages of business modeling are formulated, a functional comparison of tools for working at the following stages has been carried out: development of a business process model; development of a data layer that supports the execution of the process; mapping data to process tasks – forms of user tasks; programming business rules governing the process; execution of a business process by user-performer. The peculiarity of 1C: Enterprise is that the business process is essentially a superstructure over the layers of data and representations of the finished configuration of a process-oriented information system. The authors believe that both the first and the second approach deserve attention in terms of the educational process at the university for students of 09.03.02 «Information systems and technologies» specialty.
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44

Stephenson, Hal W., Ned M. Gibbons, Bjørn Andersen, and Bjorn Andersen. "Business Process Improvement Toolbox." Technometrics 41, no. 4 (November 1999): 374. http://dx.doi.org/10.2307/1271364.

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45

Bykova, A. V. "BUSINESS PROCESS ARCHITECTURE DEVELOPMENT." Фундаментальные исследования (Fundamental research), no. 8 2021 (2021): 5–9. http://dx.doi.org/10.17513/fr.43073.

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46

Mukherjee, Momin. "Business Process Analysis Methodology." INTERNATIONAL JOURNAL OF ADVANCED ENGINEERING AND MANAGEMENT 2, no. 5 (May 1, 2017): 113. http://dx.doi.org/10.24999/ijoaem/02050029.

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47

Sharma, Ashok. "Business Process Outsourcing:An Overview." Review of Professional Management- A Journal of New Delhi Institute of Management 2, no. 1 (June 1, 2004): 35. http://dx.doi.org/10.20968/rpm/2004/v2/i1/101070.

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48

Blyth, Andrew. "Business process re-engineering." ACM SIGGROUP Bulletin 18, no. 2 (August 1997): 5–6. http://dx.doi.org/10.1145/265665.271211.

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49

Fatolahi, Ali, Shahram Jalalinia, Zahra Dabestani, and Masoumeh Eskandari. "Extracting business process decomposition." Business Process Management Journal 13, no. 2 (April 24, 2007): 214–22. http://dx.doi.org/10.1108/14637150710740464.

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50

Bucher, Tobias, Anke Gericke, and Stefan Sigg. "Process‐centric business intelligence." Business Process Management Journal 15, no. 3 (June 5, 2009): 408–29. http://dx.doi.org/10.1108/14637150910960648.

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