Search results

The purpose of this paper is to empirically investigate and clarify the relationship between business process improvement and employees’ behavior. More precisely, the purpose is to test whether a business process improvement initiative has a positive impact on performance and employees’ behavior, namely, motivation, communication and knowledge sharing.

The empirical research of this paper was conducted in the year 2013 in an ICT company on 52 employees who worked in the company’s R&D Centre. Business process improvement is analyzed in the change of work method for software development. Two projects of software development were observed. The data about the projects were collected by using the company’s documentation. The data about employees’ behavior were collected by a specially designed questionnaire.

Business process improvement led to better results and overall performance. Furthermore, it was found that business process improvement enhanced three important elements of employees’ behavior. These are motivation, communication and knowledge sharing.

The main limitations of this study are small research sample, focusing on just the way of business process improvement and on only one company. Therefore, the results cannot be generalized and considered as being generally accepted.

The findings of this study could be useful for ICT companies because it shows the benefits of the Kanban method.

The major contribution of this study is to prove the positive impact of business process improvement initiatives on overall performance and on the special elements of employees’ behavior. This cognition enhances the existing knowledge on business process improvements.

Business process re‐engineering (BPR) is certainly one of the latest buzzwords and is the subject of great interest and also great controversy. Organizations need to shake themselves out of complacency to close competitive gaps and achieve superior performance standards ‐ the reason why many have embarked on huge BPR projects. In view of the high risks associated with radical change, there are, however, many problems associated with BPR. For some BPR is going off the rails before it is properly understood, and many BPR exercises are not delivering the goods. Sometimes, organizations are expecting “quick fixes”, thus displaying their lack of understanding of a complex system. It is unreasonable to expect quick results when so much change is involved, especially when these business processes involve not only machines, but also people. Many believe, such as Mumford, that the management of change is the largest task in re‐engineering. Many people perceive re‐engineering as a threat to both their methods and their jobs. Owing to this recognition, many authors concentrate on the need to take account of the human side of re‐engineering, in particular the management of organizational change.

The purpose of this paper is to provide a structured overview of so‐called business process improvement (BPI) approaches and their contribution to the actual act of improving. Even though a lot is said about BPI, there is still a lack of supporting the act of improving the process. Most approaches concentrate on what needs to be done before and after the improvement act, but the act of improving itself still seems to be a black box.

This paper is mainly based on a review of literature that deals with the term “Business Process Improvement”. The analysis of the literature is supported by qualitative content analysis. The structure of the evaluation follows the mandatory elements of a method (MEM).

A lot of literature and consulting approaches deal with the restructuring and improvement of business processes. The author finds that even so‐called BPI approaches do not describe the act of improvement itself. And if they do, they lack a methodological structure that can be reused.

To constrain the complexity of this research at this first stage of investigation only the search criterion “business process improvement” was used in the database search (EBSCO and Emerald).

The paper is valuable for academics and practitioners because the impact of BPI on organizational performance is high. Its originality is in the structured evaluation of so‐called BPI approaches according to the MEM, which so far no one has investigated.

This paper aims to present research into the improvement of knowledge‐intensive business processes.

A literature review is conducted that indicates that a gap exists in the area of knowledge‐based business process improvement (KBPI). Sir Karl Popper's theory of objective knowledge is used as a conceptual basis for the design of a business process improvement (BPI) framework. Case studies are conducted to evaluate and further evolve the improvement framework in two different organisations.

Highlights the gap in the literature. Draws attention to the merits of KBPI. Reports on the design of an improvement framework for knowledge‐intensive business processes, and on the lessons learned from the conducted case studies.

Practical and time constraints limit the scope of the case studies. General applicability can be inferred, but not tested, due to the small number of case studies.

A new practical way to achieve performance improvement, that utilises structured tools on intangible organisational assets. The framework can be applied by organisations that run knowledge‐intensive business processes.

This paper addresses a gap in the area of KBPI. It combines concepts from business process management with a robust theory of knowledge to design a practical improvement framework. The paper also contains interesting argumentation supporting the use of Karl Popper's epistemology in BPI and knowledge management.

Discusses how Unisys Ltd in the UK and other leading companies are finding that performance measuring and improving key business processes form a vital part of a company‐wide improvement strategy. Using examples from Unisys, shows how cross‐functional methods of process improvement are being deployed to this end. Discusses the key business processes, breaking these down further into delivery and support processes. Looks at how to exploit the challenges and opportunities to be found in the 1990s and how to structure measuring, improving, planning and controlling the key business processes as part of a company‐wide strategy.

Despite an obvious connection, business process improvement and business process management (BPM) capability development have been studied intensely, but in isolation. The authors thus aim to make the case for the research located at the intersection of both streams. The authors thereby focus on the integrated planning of business process improvement and BPM capability development as this is where, in the authors’ opinion, both streams have the closest interaction. The authors refer to the research field located at the intersection of business process improvement and BPM capability development as process project portfolio management. The paper aims to discuss these issues.

The authors structure the field of process project portfolio management drawing from extant knowledge related to BPM, project portfolio management, and performance management. The authors also propose a research agenda in terms of exemplary research questions and research methods.

The proposed structure shows which business objects and interactions should be considered when engaging in process project portfolio management. The research agenda contains exemplary questions structured along the intersections of BPM, project portfolio management, and performance management.

This paper’s main limitation is that it reflects the authors’ individual viewpoints based on experiences of several industry projects and prior research.

This paper addresses a neglected research field, opens up new avenues for interdisciplinary BPM research, and contributes a novel perspective to the ongoing discussion about the future of BPM.

Business improvement initiatives have benefit for both an organisation’s operational effectiveness and its knowledge acquisition capabilities. These have a synergistic effect upon the ability to gain and maintain competitive advantage. Among the multitude of approaches that can be adopted process mapping (PMapping) is widely used. The purpose of this paper is to examine the utilisation of PMapping for undertaking business process improvement and the resultant acquisition of knowledge among those that are involved in its performance and the subsequent use of process maps (PMaps).

Adopting the notion of " knowledge as knowing " and Activity Theory as the research framework, a four-year Participatory Action Research study of three organisations was conducted. Data were gathered through cyclically developed semi-structured interviews, on-site observation and instantaneously sampled field notes.

It finds that PMapping is a useful technique for conducting business process improvements and acquiring knowledge of organisations and their people. It also finds that PMaps are useful knowledge repositories that have value beyond aiding the development of improved business processes. Socialisation is a key determinant of knowledge coproduction and transfer. This study finds that it occurs in formal and informal modes between individuals engaged in PMapping.

The choice of PMapping technique may have significant influence upon the knowledge that is acquired by individuals and organisations during business process improvement initiatives. Future research should explore the relationship between PMapping methods, their knowledge-generative potential and the usability of the resultant PMaps.

Organisations undertaking business process improvement initiatives should take account of those factors that mediate its undertaking and its knowledge-generative potential. The objectives of improvement initiatives and of specific activities such as PMapping need to be carefully considered. Changes in objectives need clear communication and justification, and the purpose and benefit of such changes must be weighed against the potential detrimental effect that they may have upon the workforce. Inconsiderate goals setting and changing can lead to individuals coming under significant psychological and sociological pressures.

This research furthers the understanding of knowledge acquisition and business process improvement in non-manufacturing environments. It identifies the challenges involved in adopting PMapping as a business improvement tool. It also provides insight into the use of the tool as a technique for fostering knowledge acquisition in individuals.

Much of the evaluative research on groupware in organizations so far has been preoccupied with the role of groupware as a new interaction medium to replace or extend face‐to‐face communication in groups. It has focused on gains and losses from a group interaction point of view, typically disregarding the impact of other functions such as group access, and contribution to information concerning the organization. Attempts to bridge this gap with an action research into the effects of the introduction of an asynchronous groupware system to support business process improvement groups in a service company based in Brazil. The research suggests that improvements in business redesign efficiency and effectiveness can be attained not only from asynchronous groupware support to group communication, but also from public sharing of historical information about previous business process improvement efforts, and by providing a repository of information about business processes which could be candidates for improvement. Concludes with the proposal of an explanatory model, describing the relationship between the introduction of technology, its integration with a business process improvement meta‐process, and its effects on the efficiency and effectiveness of that meta‐process.

Total quality management does improve organizational performance and remains the most viable long‐term business strategy around. These were the findings of a recent report entitled “TQM: Forging a Need or Falling Behind?”, commissioned by Development Dimensions International of Pittsburgh, the Quality & Productivity Management Association of Schaumburg, Illinois, and Industry Week, which were based on interviews with 6,500 people in 84 organizations. However, on considering the various elements which help or hinder TQM implementation, training emerged as the one successful theme in successful programmes.

This paper aims to demonstrate the need for a structured business process improvement effort needed while restructuring organisational processes within a construction company. Through the longitudinal study, the study also highlights the importance of a continuous improvement initiative to sustain such an improvement effort.

The research followed an action research and the case study approach using semi-structured interviews and group workshops within the case organisation. Overall, six departments were analysed, 35 interviews with senior and middle managers were conducted, existing business process documents were studied and processes were documented. The data were compiled using a process modelling software and Business Process Markup Notation methodology. Additionally, a longitudinal analysis following the completion of process modelling exercise was carried out over a period of eight years.

The overall study highlights the importance of business process management (BPM) for construction organisations. The case study also demonstrated that even smaller business units and its processes affected the overall value chain in a major way and the importance to analyse the process interdependencies between organisational units.

The main limitation of the research was that it is based on a single-case-study company based in the UK. More research is needed with other organisations with different work practices and culture and geographic location.

Primarily, the research outlines specific steps taken during a structured process improvement exercise in a construction company, including procedures for collecting data, developing process maps and analysis of data. The longitudinal study highlights the challenges in sustaining such an initiative. For practitioners, strengths and weaknesses of various process improvement methods and a detailed description of a BPM implementation can be used as a guideline for future projects. From a research point of view, the paper highlights the need for deeper and long-term analysis of such initiatives and the importance of immersion of researchers within the environment.

The paper provides deeper insights into the structured process improvement exercise within a construction company. Second and more importantly, the longitudinal study is one of its kind in the construction industry to shed light on the factors affecting sustainability of such initiatives.