Search results

1 – 10 of 13
Article
Publication date: 15 September 2021

Dries Couckuyt and Amy Van Looy

The discipline of business process management (BPM) is challenged by investigating how work is performed in organizations while simultaneously recognizing preeminent…

Abstract

Purpose

The discipline of business process management (BPM) is challenged by investigating how work is performed in organizations while simultaneously recognizing preeminent environmental issues. Although organizations have become more open to the ecological impact of business processes through Green BPM, research in this field and guidance for practitioners remains relatively limited. Therefore, this study aims to extend and translate the conventional perspective on business process maturity towards green business process maturity levels.

Design/methodology/approach

The authors bridged product-focussed and process-focussed environmental management practices by surveying ecolabels against theoretical capability areas for business process maturity. Since ecolabels are instruments to develop environmental-friendly products and services, the authors looked at the underlying processes to produce such green outcomes. By surveying 89 ecolabel organizations, the authors had indirectly access to an international set of companies, operating in distinct industries and producing a wide variety of green products and services.

Findings

The authors statistically uncovered a classification of four groups of ecolabels based on the process capabilities, each representing a distinct green business process maturity level. The four levels are “Green BP immaturity”, “Green BPL maturity”, “Green BPM maturity” and “Green BPO maturity” and align with well-established concepts in the business process literature and profession.

Originality/value

Scholars are encouraged to elaborate on the identified maturity levels in order to build and test a green business process maturity model, whereas practitioner-related advice is provided based on possible green business process maturity journeys towards excellence.

Details

Business Process Management Journal, vol. 27 no. 7
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 7 November 2022

Claus Nottbrock, Amy Van Looy and Steven De Haes

Organizations invest in novel digital innovations to improve their business processes. These innovations, including Industry 4.0 technologies, enable full organizational…

Abstract

Purpose

Organizations invest in novel digital innovations to improve their business processes. These innovations, including Industry 4.0 technologies, enable full organizational integration with business process management (BPM), thereby requiring interorganizational relationship (IOR) capabilities. Many organizations lack knowledge about areas of interorganizational (IO) capability for integrating digital innovations into their value chains. They therefore have difficulty understanding that, as a socio-technical concept, digitalization surpasses the intraorganizational level and requires tools to develop mandatory IOR capabilities. The authors’ systematic literature review (SLR) explores these capabilities within the discipline of BPM. The purpose of this paper is to address this issue.

Design/methodology/approach

This SLR follows the standard methodology for structuring a broad research field. The authors assessed capabilities relevant to manufacturing organizations from 58 academic articles published between 2011 and 2021.

Findings

Building on existing firm-centric capability frameworks, the authors developed individual capabilities into a novel framework of digital interorganizational value chain (DIOVC). The authors’ conceptual model provides a basis for researchers and practitioners to consider capabilities and the theoretical spectrum of IO value chains.

Research limitations/implications

Future studies should validate these DIOVC capabilities as input for an updated model of BPM maturity aimed at improving business process performance through digital innovations.

Practical implications

This study provides organizations with IOR knowledge, supports decision makers in governing digital innovations and develops IO capabilities to improve their value chain performance.

Originality/value

The authors’ DIOVC capability framework is robust, with constructs and dimensions grounded in the literature, demonstrating theoretical and practical relevance.

Details

Business Process Management Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 23 September 2019

Amy Van Looy

Well-founded measurements are of high value because a better connection between business process management (BPM) and maturity models (MMs) improves an organization’s…

Abstract

Purpose

Well-founded measurements are of high value because a better connection between business process management (BPM) and maturity models (MMs) improves an organization’s performance. Although MMs are appropriate tools for organizations to manage their business processes and, therefore, enjoy popularity, most of these models suffer from their foundation, validation and/or capability coverage. The purpose of this paper is to address this issue by providing metrics to measure and manage business processes.

Design/methodology/approach

A high-standard and multistaged procedure was followed to systematically develop and validate the measurement instrument involving international academics and practitioners across four continents. Different rounds were used for item identification, item selection, item revision, instrument preparation (pretest and pilot) and instrument application using partial least squares structural equation modeling.

Findings

The instrument measures 4 main capability areas, 13 subareas and 62 items. The work explains how to conduct BPM assessments in a more theoretically sound way and reports on the instrument’s development to show high levels of construct validity, content validity and reliability.

Research limitations/implications

The author provides a rigorous and more evidence-based instrument, facilitating the BPM discipline’s need of empirical research.

Practical implications

The author proposes parameters to configure the instrument.

Originality/value

Serving as a reference framework, the instrument strengthens BPM’s empirical and theoretical foundations. Since the instrument is free for scholars and practitioners, the author illustrates the research streams and business situations in which the instrument can be applied (in full or in part). This paper paves the way for transforming the instrument into an optimization MM with advice or improvement paths, bridging the gap between theory and practice.

Details

Business Process Management Journal, vol. 26 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 19 November 2020

Aygun Shafagatova and Amy Van Looy

While the business process management (BPM) literature highlights the significance of aligning employee appraisals and rewards practices with business processes, little is…

Abstract

Purpose

While the business process management (BPM) literature highlights the significance of aligning employee appraisals and rewards practices with business processes, little is known about the realization. The purpose of this paper is to concretize the impact of process-oriented appraisals and rewards on business process performance and to provide empirical evidence on how organizations actually align their appraisals and rewards practices with BPM.

Design/methodology/approach

A mixed-method approach has been employed by combining survey results with case studies to offer first-hand evidence. Survey data have been used to quantify the real impact of process-oriented appraisals and rewards. Next, case studies with 10 organizations have allowed us to gain deeper insight into organizational practices for making appraisals and rewards more process-oriented.

Findings

The survey proves that process-oriented employee appraisals and rewards positively affect performance if different employee levels are involved. The case studies reveal similarities and differences in alignment efforts across organizations, based on pattern-matching and a multidimensional analysis, resulting in four alignment patterns.

Research limitations/implications

The findings extend knowledge about appraisals and rewards within a business process context by providing a quantification and pattern refinement, which specifically advance a BPM-facilitating culture.

Practical implications

Managers and executives benefit from the recommendations for a gradual BPM adoption to improve the success of their business processes and their people-related practices.

Originality/value

The authors offer one of the first in-depth, cross-disciplinary studies that intend to bridge between the disciplines of BPM and human resource management (HRM).

Details

Business Process Management Journal, vol. 27 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 12 April 2022

Joklan Imelda Camelia Goni and Amy Van Looy

Building process innovation capability (PIC) is becoming increasingly important to keep pace with changing business environments and emerging technological opportunities…

Abstract

Purpose

Building process innovation capability (PIC) is becoming increasingly important to keep pace with changing business environments and emerging technological opportunities. However, the literature on process innovation capability (PIC) is still very broad and does not consistently reflect today's reality that is becoming increasingly complicated and knowledge-intensive, leading to more organizational needs for supporting less-structured business processes (LSBP).

Design/methodology/approach

Based on a systematic literature review (SLR), the authors provide evidence for this under-investigated subject by consolidating organizational capabilities for managing PIC in LSBP. The authors screened 1,083 and identified only 26 peer-reviewed articles that simultaneously encompass process innovation and LSBP.

Findings

The authors explain which LSBP types are typically addressed, and in which sectors. The authors categorize research avenues, best practices and a framework that links PIC to performance outcomes by also considering business environments. Three theories (i.e. resource-based view, dynamic capabilities and sociotechnical theory) help to underpin the six empirically observed capabilities along three pillars (i.e. people, process and technology).

Research limitations/implications

Besides a research agenda, the authors offer a conceptual framework for PIC in LSBP as a reference to guide scholars and practitioners.

Practical implications

The authors offer best practices, as derived from the literature.

Originality/value

This is the first SLR for PIC in LSBP, consolidating and categorizing the PIC-LSBP characteristics. Due to few studies on the subject, this work contributes to a deeper understanding of the PICs needed for LSBP to obtain the desired performance outcomes.

Details

Business Process Management Journal, vol. 28 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 28 November 2018

Amy Van Looy and Jan Devos

While much research exists on methods and tools to support business processes, little research exists on the interrelationship with cultural and structural aspects. The…

Abstract

Purpose

While much research exists on methods and tools to support business processes, little research exists on the interrelationship with cultural and structural aspects. The purpose of this paper is to explore the chronological sequence in which culture and structure are important, as evidenced in 13 non-profit organisations that are changing towards a process-oriented way of working.

Design/methodology/approach

The authors use a positivist case study methodology with pattern-matching to falsify or confirm three theoretical perspectives that claim to explain the phenomena of organisational structure and culture, and their impact on business processes. The competing perspectives are: process lifecycle theories, organisational design theories and cultural and motivational theories.

Findings

The case studies cover six scenarios based on a recurrent sequence of changes and perceived outcome. The (theoretical and empirical) relationships between business processes, a process-oriented culture and a process-oriented structure are then combined in a process capability success model.

Research limitations/implications

Although limited to the non-profit sector, the findings agree that the process lifecycle is insufficient. Cultural and motivational theories prevail over organisational design theories to explain and predict process success.

Practical implications

From the process capability success model, a roadmap for (un)successful business process management (BPM) is derived with best practices and advice on the sequence of process improvements.

Originality/value

While the relevance of culture and structure has been touched in research before, the aspect of chronological sequence and pattern-matching sheds new light on the topic. The case studies performed also help to evidence how important it is to believe in process-oriented developments for organisations that want to apply BPM.

Details

Business Process Management Journal, vol. 25 no. 5
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 25 November 2019

Dries Couckuyt and Amy Van Looy

Green Business Process Management (BPM) focusses on the ecological impact of business processes. Although it is an emerging field, different attitudes exist towards the…

1137

Abstract

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.

Details

Business Process Management Journal, vol. 26 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 27 September 2021

Xiancun Hu, Xianhu Hu, Qinghong Cui, Yan Li, Charles Lemckert and Aifang Wei

This paper presents a developed spatial-temporal analysis framework for the case of investigating the business performance of construction consultancy services (CCS) in China.

Abstract

Purpose

This paper presents a developed spatial-temporal analysis framework for the case of investigating the business performance of construction consultancy services (CCS) in China.

Design/methodology/approach

The spatial-temporal analysis is based on the data envelopment analysis (DEA) technique. The spatial analysis follows the DEA results under a contemporaneous benchmark technology and a virtual decision-making unit, consisting of ranking analysis, cluster analysis and variation analysis. The temporal analysis is reliant on the DEA results under a global benchmark technology and the time value of money, including trend analysis and driving force analysis containing pure technical and scale efficiency factors.

Findings

Three CCS types in China are investigated, including engineering survey and design, construction supervision and procurement agency. The performance rank order and cluster classifications are mainly related to economic development levels. Engineering survey and design demonstrates the best performance and higher imbalances; however, construction supervision and procurement agency illustrate lower performance and imbalances. Scale efficiency significantly promotes business performance, whereas pure technical efficiency plays an inconspicuous role.

Practical implications

The CCS promote technical efficiency by developing their service and innovation levels. The service of engineering survey and design registered in Beijing, Shanghai and Guangdong is recommended for entering the service market in China.

Originality/value

The spatial-temporal analysis framework was developed, which is generic and provides a pathway to measure, compare and assess performance comprehensively. The CCS business performance is firstly measured.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 10 August 2020

Bader K. AlNuaimi, Mohammed Al Mazrouei and Fauzia Jabeen

The integration of green business process management (GBPM) to the existing processes of the oil and gas companies (O&G) in the Gulf Cooperation Council (GCC) countries…

480

Abstract

Purpose

The integration of green business process management (GBPM) to the existing processes of the oil and gas companies (O&G) in the Gulf Cooperation Council (GCC) countries can lower environmental damage in the O&G sector (OGS), which causes more environmental hazards than other sectors. Studies suggest that sustainability remains a challenge for GCC O&G companies. In this context, this study assesses the following enablers and subenablers related to GBPM integration in these companies: strategy, management, people and culture, information technology, methods and governance.

Design/methodology/approach

Using data from a survey of 12 strategy experts from four GCC O&G companies and the analytical hierarchy process, this study prioritized the key enablers and subenablers driving GBPM.

Findings

Strategy was the highest-ranked enabler, followed by management; governance was the lowest-ranked enabler. Measuring green metrics was the highest-priority strategy enabler, and revising responsibilities and management involvement in strategy development were the highest-priority sub-enablers.

Practical implications

This study recommends O&G companies to invest in optimizing the existing BPM to enhance process-based decision-making, before GBPM integration. The formation of sustainability groups can bring enablers together to improve sustainability performance. Management and governments must reevaluate their commitment to sustainability while developing policies for the GCC OGS.

Originality/value

This study investigated which enablers and subenablers significantly affect GBPM integration in the sector; the results can support researchers and practitioners with the necessary knowledge for future developments.

Details

International Journal of Productivity and Performance Management, vol. 69 no. 8
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 1 May 2006

Nancy M. Levenburg

The importance of using the internet to achieve competitive advantage has been well‐documented. An ever‐expanding array of technologies exist that enable firms to…

2456

Abstract

Purpose

The importance of using the internet to achieve competitive advantage has been well‐documented. An ever‐expanding array of technologies exist that enable firms to accomplish customer service online. Yet for many firms, determining which applications to employ can be perplexing. This study purports to examine the practices of service sector market leaders and measure performance results of adopting selected customer service applications. The aim was to identify inspirational targets and internet applications benchmarks among family owned businesses since for them, the importance of reputation may well hinge on providing outstanding customer service to the local community.

Design/methodology/approach

A six‐page self‐administered survey questionnaire was used to collect data from 374 family firms in West Michigan.

Findings

Findings suggest that while over 75 percent of firms use e‐mail to communicate with current customers and for customer service purposes, what distinguishes best practices is e‐mailing with prospective customers, targeting small or hard‐to‐reach markets, and adopting more sophisticated applications, including online product demonstration, ordering, delivery, and order tracking.

Research limitations/implications

Since, this study focused on family firms in the service sector, future research opportunities could come from examination of the impact of family business‐related characteristics on customer service strategy and practices, and comparison across industry sectors or markets served (B2B versus B2C).

Originality/value

The paper should be useful for academic researchers and business practitioners seeking guidance in terms of which e‐business applications to employ.

Details

Benchmarking: An International Journal, vol. 13 no. 3
Type: Research Article
ISSN: 1463-5771

Keywords

1 – 10 of 13