The performance of the state machine has been the subject of research and innovative practices, which seek to explore its sources of knowledge and improve its internal processes. Business governance and business process management (BPM) occupy a prominent position in these studies. The purpose of this paper is to analyze the full implementation of the Unified BPM Cycle in operational activities to recover federal public credit, from the implementation of the corporate governance structure to the audit of the processes implemented.
The case was developed in a federal public advocacy body and used a predominantly qualitative multi-method approach. The phases were organized using the research project matrix, and the predominant research procedure was action research. The information was obtained through questionnaires, observation and focus groups.
A corporate governance structure was designed for the activities surveyed. Papers and responsibilities were defined. Processes were prioritized, improved and documented, and as a result of the implemented control, personal and organizational results gained greater visibility.
Because this is a single case study, it would be advisable to apply the method used in similar organizations to enrich the analysis presented in this study and compare the results.
This paper contributes to the consolidation of the knowledge about the practical application of the researched subjects and foments the applied research to the public management.
This paper describes an empirical case study about the integrated application of activity governance and the Unified BPM Cycle in operational activities and studies all phases of implementation, providing a broader perspective of their impact on these activities. The road map used can serve as a reference for future research in the area of public credit recovery.
Nascimento, A.R.D., Baldam, R.d.L., Costa, L. and Coelho Junior, T.d.P. (2020), "Applications of business governance and the Unified BPM Cycle in public credit recovery activities", Business Process Management Journal, Vol. 26 No. 1, pp. 312-330. https://doi.org/10.1108/BPMJ-11-2017-0317
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