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1 – 10 of over 232000Jens P. Flanding, Genevieve M. Grabman and Sheila Q. Cox
Christian Novak, Lukas Pfahlsberger, Saimir Bala, Kate Revoredo and Jan Mendling
Digitalization, innovation and changing customer requirements drive the continuous improvement of an organization's business processes. IT demand management (ITDM) as a…
Abstract
Purpose
Digitalization, innovation and changing customer requirements drive the continuous improvement of an organization's business processes. IT demand management (ITDM) as a methodology supports the holistic governance of IT and the corresponding business process change (BPC), by allocating resources to meet a company's requirements and strategic objectives. As ITDM decision-makers are not fully aware of how the as-is business processes operate and interact, making informed decisions that positively impact the to-be process is a key challenge.
Design/methodology/approach
In this paper, the authors address this challenge by developing a novel approach that integrates process mining and ITDM. To this end, the authors conduct an action research study where the researchers participated in the design, creation and evaluation of the approach. The proposed approach is illustrated using two sample demands of an insurance claims process. These demands are used to construct the artefact in multiple research circles and to validate the approach in practice. The authors applied learning and reflection methods for incrementally adjusting this study’s approach.
Findings
The study shows that the utilization of process mining activities during process changes on an operational level contributes to (1) increasing accuracy and efficiency of ITDM; (2) timely identification of potential risks and dependencies and (3) support of testing and acceptance of IT demands.
Originality/value
The implementation of this study’s approach improved ITDM practice. It appropriately addressed the information needs of decision-makers and unveiled the effects and consequences of process changes. Furthermore, providing a clearer picture of the process dependencies clarified the responsibilities and the interfaces at the intra- and inter-process level.
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Abdulrahman Alrabiah and Steve Drew
This paper first aims to examine how business process change decisions (BPCDs) were implemented in a government organisation bound by tightly coupled temporal constraints (TTCs)…
Abstract
Purpose
This paper first aims to examine how business process change decisions (BPCDs) were implemented in a government organisation bound by tightly coupled temporal constraints (TTCs). Second, it focuses on how to achieve optimal and efficient BPCDs that require tight compliance with regulators’ temporal constraints. Finally, it formulates a rigorous framework that can facilitate the execution of optimal BPCDs with maximum efficiency and minimal effort, time and cost.
Design/methodology/approach
Decision-making biases by individuals or groups in organisations can impede optimal BPC implementation; to demonstrate this, a case study is investigated and the formulated framework is applied to tackle these failings.
Findings
The case study analysis shows 76 per cent of the BPCDs implemented were inefficient, mostly because of poor decisions, and these resulted in negative ripple effects. In response, the newly developed hierarchical change management structure (HCMS) framework was used to empower organisations to execute high-velocity BPCDs, enabling them to handle any temporal constraints imposed by regulators or other exogenous factors. The HCMS framework was found to be highly effective, scoring an average improvement of more than 100 per cent when measured using decision quality dimensions. This paper would be of value for business executives and strategic decision makers engaging with BPC.
Research limitations/implications
The HCMS framework has been applied in a single case study as a proof of concept. Future research could extend its application to broader domains that have multi-attribute structures and environments. The evaluation processes of the proposed framework are based on subjective metrics. Causal links from the framework to business process metrics will provide a more complete performance picture.
Practical implications
The outcome of this research assists in formulating a systematic BPCD framework that is otherwise unavailable. The practical use of the proposed framework would potentially impact on quality outcomes for organisations. The model is derived from decision trees and analytical hierarchical processes and is tailored to address this problematic area. The proposed HCMS framework would help organisations to execute efficient BPCDs with minimal time, effort and cost. The HCMS framework contributes to the academic literature on BPCD that leverages diverse stakeholders to engage in BPC initiatives.
Originality/value
The research presents a novel framework –HCMS – that provides a platform for organisations to easily determine and solve hierarchical decision structure problems, thereby allowing them to efficiently automate and institutionalise optimal BPCDs.
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Terence Krell and Jeffrey Gale
This work aims to develop a process model for the migration of the traditional firm to an appropriate e‐business strategy and architecture.
Abstract
Purpose
This work aims to develop a process model for the migration of the traditional firm to an appropriate e‐business strategy and architecture.
Design/methodology/approach
The work is based on a range of published works and professional experience, combining narrative with analysis.
Findings
This complex model addresses the multiplicity of factors that must be included in effective e‐business migration. The model addresses technology, business processes, strategy and the consequent organizational change.
Originality/value
Focuses on a model that can serve as a basis for dispelling a number of myths reflected in current e‐business migration and implementation efforts.
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Sérgio Cavalcante, Peter Kesting and John Ulhøi
This paper aims to discuss the need to dynamize the existing conceptualization of business model, and proposes a new typology to distinguish different types of business model…
Abstract
Purpose
This paper aims to discuss the need to dynamize the existing conceptualization of business model, and proposes a new typology to distinguish different types of business model change.
Design/methodology/approach
The paper integrates basic insights of innovation, business process and routine research into the concept of business model. The main focus of the paper is on strategic and terminological issues.
Findings
The paper offers a new, process‐based conceptualization of business model, which recognizes and integrates the role of individual agency. Based on this, it distinguishes and specifies four different types of business model change: business model creation, extension, revision, and termination. Each type of business model change is associated with specific challenges.
Practical implications
The proposed typology can serve as a basis for developing a management tool to evaluate the impact of specific changes to a firm's business model. Such a tool would be particularly useful in identifying path dependencies and resistance at the process level, and would therefore allow a firm's management to take focused action on this in advance.
Originality/value
The paper makes two main contributions: first, it offers a new, process‐based conceptualization of business models; second, it is the first paper to establish a direct link between business model change and the degree of innovation (such as “incremental” vs “radical”), and which distinguishes and specifies different types of business model change.
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Asma Mejri, Sonia Ayachi-Ghannouchi and Ricardo Martinho
The purpose of this paper is to measure the flexibility of business process models. The authors give the notions of flexible process distance, which corresponds to the number of…
Abstract
Purpose
The purpose of this paper is to measure the flexibility of business process models. The authors give the notions of flexible process distance, which corresponds to the number of change operations needed for transforming one process model into another, considering the different perspectives (functional, operational, behavioral, informational, and organizational).
Design/methodology/approach
The proposed approach is a quantitative-based approach to measure the flexibility of business process models. In this context, the authors presented a method to compute the distance between two process models. The authors measured the distance between a process model and a process variant in terms of the number of high-level change operations (e.g. to insert or delete actors) needed to transform the process model into the respective variant when a change occurred, considering the different perspectives and the flexible features.
Findings
To evaluate the flexibility-measurement approach, the authors performed a comprehensive simulation using an emergency care (EC) business process model and its variants. The authors used a real-world EC process and illustrated the possible changes faced in the emergency department (possible variants). Simulation results were promising because they fit the flexibility needs of the EC process users. This was validated using the authors’ previous work which consists in a guidance approach for business process flexibility.
Research limitations/implications
The authors defined six different distances between business process models, which are summarized in the definition of total process distance. However, changes in one perspective may lead to changes in other perspectives. For instance, adding a new activity may lead to adding a new actor.
Practical implications
The results of this study would help companies to obtain important information about their processes and to compare the desired level of flexibility with their actual process flexibility.
Originality/value
This study is probably the first flexibility-measurement approach which incorporates features for capturing changes affecting the functional, operational, informational, organizational, and behavioral perspectives as well as elements related to approaches enhancing flexibility.
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Hillol Bala and Viswanath Venkatesh
Interorganizational business process standards (IBPS) are IT-enabled process specifications that standardize, streamline, and improve business processes related to…
Abstract
Purpose
Interorganizational business process standards (IBPS) are IT-enabled process specifications that standardize, streamline, and improve business processes related to interorganizational relationships. There has been much interest in IBPS as organizations from different industries implement these process standards that lead to successful organizational outcomes by integrating and standardizing intra- and inter-organizational business processes. These process standards enable data analytics capabilities by facilitating new sources of interorganizational process data. The purpose of this paper is to unearth employees’ reactions to a new type of supply chain process innovations that involved an implementation of new IBPS, a supply chain management (SCM) system, and associated analytics capabilities.
Design/methodology/approach
The authors gathered and analyzed qualitative data for a year from the employees of a healthcare supplier, a high-tech manufacturing organization, during the implementation of a SCM system and RosettaNet-based IBPS.
Findings
In what the authors termed the initiation stage, there was quite a bit of confusion and unrest among employees regarding the relevance of the new process standards and associated analytics capabilities. With the passage of time, in the institutionalization stage, although the situation improved slightly, employees found workarounds that allowed them to appropriate just part of specific processes and the analytics capabilities. Finally, once routinized, employees felt comfortable in the situation but still did not appropriate the new supply chain processes faithfully. Overall, employees’ reactions toward the SCM system and associated analytics capabilities were different from their reactions toward the new business processes.
Originality/value
The paper contributes to the literature by offering novel insights on how employees react to and appropriate process innovations that change their work processes.
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Arijit Sikdar and Jayashree Payyazhi
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…
Abstract
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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This special “Anbar Abstracts” issue of the Health Manpower Management is split into five sections covering abstracts under the following headings: Management tools;…
Abstract
This special “Anbar Abstracts” issue of the Health Manpower Management is split into five sections covering abstracts under the following headings: Management tools; Participation/roles; Types of change; Management Implementation.
Majed Al‐Mashari and Mohamed Zairi
This paper presents a holistic review of the literature related to business process re‐engineering (BPR). It reviews some definitions of BPR and clarifies confusion around its…
Abstract
This paper presents a holistic review of the literature related to business process re‐engineering (BPR). It reviews some definitions of BPR and clarifies confusion around its concepts, traces the evolution of BPR and identifies its main drivers, and discusses issues of integrating BPR with TQM, benchmarking and change management. It then provides a strategic view of BPR implementation, conceptualises the major role of IT in BPR, reviews BPR approaches, methodologies, techniques and software tools, and discusses the scope of BPR and level of radicalness as indicators of degree of change. Aspects of improving business through BPR and the impacts of IT‐enabled change on organisations are identified and, finally, current and future development of BPR concepts and practice are also reviewed.
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