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1 – 4 of 4Quality management (QM) can support organisations in contributing to sustainable development. As a result of an expanding focus from customers towards stakeholders within QM, the…
Abstract
Purpose
Quality management (QM) can support organisations in contributing to sustainable development. As a result of an expanding focus from customers towards stakeholders within QM, the perspectives to consider multiply. Understanding how practices and tools for process management are specifically affected by this increase in perspectives is key to creating the right conditions for improvement initiatives that support sustainable development.
Design/methodology/approach
This paper constructs a typology wherein the use of process management practices and tools is described in nine distinguished system contexts. Inductive discrimination is used to differentiate the system contexts and different use cases for process practices and tools.
Findings
Using the system of systems grid (SOSG), mainstream business process management (BPM) practices are positioned in a simple unitary context, whilst sustainability challenges also involve more complex contexts. Addressing these challenges requires integrating new tools and methods from paradigms outside of traditional functionalist business process management practices.
Research limitations/implications
This paper highlights the necessity to consider system contexts when developing feasible practices and tools for effective process management.
Practical implications
Practical implications are that quality practitioners aiming to exploit the potential in process management to support sustainability get support for planning and conducting process improvement initiatives aiming to consider several stakeholder perspectives.
Originality/value
This paper presents a new typology for understanding the context of QM process initiatives and BPM in light of a contemporary sustainability focus.
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Keywords
Aleš Zebec and Mojca Indihar Štemberger
Although businesses continue to take up artificial intelligence (AI), concerns remain that companies are not realising the full value of their investments. The study aims to…
Abstract
Purpose
Although businesses continue to take up artificial intelligence (AI), concerns remain that companies are not realising the full value of their investments. The study aims to provide insights into how AI creates business value by investigating the mediating role of Business Process Management (BPM) capabilities.
Design/methodology/approach
The integrative model of IT Business Value was contextualised, and structural equation modelling was applied to validate the proposed serial multiple mediation model using a sample of 448 organisations based in the EU.
Findings
The results validate the proposed serial multiple mediation model according to which AI adoption increases organisational performance through decision-making and business process performance. Process automation, organisational learning and process innovation are significant complementary partial mediators, thereby shedding light on how AI creates business value.
Research limitations/implications
In pursuing a complex nomological framework, multiple perspectives on realising business value from AI investments were incorporated. Several moderators presenting complementary organisational resources (e.g. culture, digital maturity, BPM maturity) could be included to identify behaviour in more complex relationships. The ethical and moral issues surrounding AI and its use could also be examined.
Practical implications
The provided insights can help guide organisations towards the most promising AI activities of process automation with AI-enabled decision-making, organisational learning and process innovation to yield business value.
Originality/value
While previous research assumed a moderated relationship, this study extends the growing literature on AI business value by empirically investigating a comprehensive nomological network that links AI adoption to organisational performance in a BPM setting.
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Priscilla Huldt Navarro and Linnea Haag
The purpose of this paper is to explore how process management (PM) can support small- and medium-sized enterprises (SMEs) in pursuing sustained competitive advantage. For this…
Abstract
Purpose
The purpose of this paper is to explore how process management (PM) can support small- and medium-sized enterprises (SMEs) in pursuing sustained competitive advantage. For this purpose, a dynamic capabilities (DC) lens was used.
Design/methodology/approach
A narrative literature review and a multiple case study with an action research approach at two road freight transport companies were used.
Findings
PM provides structure and system thinking to support the development of competitive advantage. Concerning PM, management of knowledge, management style and process orientation are key factors for the generation of competitive advantage for SMEs.
Research limitations/implications
This study contributes to PM literature by studying its support for and implementation at SMEs. Furthermore, the study contributes to the literature on DC by providing concrete examples of activities linked to such capabilities.
Practical implications
This study contributes to practitioners by providing examples of implementing PM and identifying competitive advantage, connected with PM elements.
Social implications
This study has social and environmental implications for the quality of life of the Swedish people.
Originality/value
This paper contributes to clarifying the connection between the research fields of quality management and DC to explore how PM can support SMEs in pursuing sustained competitive advantage.
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Bartosz Niedzielski, Piotr Buła and Mengxi Yang
Hyperautomation is a technological concept whose popularity has been growing continuously since the German manufacturing industry “initiated” the Fourth Industrial Revolution…
Abstract
Purpose
Hyperautomation is a technological concept whose popularity has been growing continuously since the German manufacturing industry “initiated” the Fourth Industrial Revolution (Industry 4.0), whereas, on the basis of theory, hyperautomation is a term still new and little recognized. This applies equally to scientific studies (articles, conference reports) and empirical studies (quantitative, qualitative). Therefore, this article attempts to fill definition gap that exists in the literature on management and quality sciences on the term hyperautomation.
Design/methodology/approach
The authors use literature review approach to identify the gaps in the existing literature on hyperautomation. They present a nominal definition of hyperautomation, discuss related issues and provide a comparative perspective between hyperautomation and automation.
Findings
The article’s findings include a precise definition of hyperautomation and the problems it raises. The authors point out that the term “hyperautomation” is still relatively new and underutilized in the management and quality sciences literature. It also compares hyperautomation to automation from several angles and emphasizes how it affects businesses, industries and other economic sectors.
Practical implications
Authors emphasize that in order to deploy hyperautomation successfully, enterprises must take a distributed and integrated approach.
Originality/value
This article addresses a gap in the management and quality sciences literature about the definition of hyperautomation. Authors give a thorough explanation of hyperautomation, along with relevant problems, useful implications and a comparison between hyperautomation versus automation.
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