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1 – 10 of over 296000Thomas R. Gulledge and Rainer A. Sommer
Business process management has received much attention in the industrial engineering and management literature, and its benefits are well known. Much less has been written in the…
Abstract
Business process management has received much attention in the industrial engineering and management literature, and its benefits are well known. Much less has been written in the public sector management literature, and what has been written has been very general. Hence, there is confusion among public managers about how business process management concepts should be implemented. How should public organizations reorganize to accommodate business process management? How are existing or new enterprise systems aligned with business process management methodologies? This paper addresses these issues, and concludes that public organizations will have to change their organizational structures radically as well as their enterprise systems in order to implement business process management concepts successfully. The paper also discusses the benefits of public sector process management, and focuses in some detail on two of the reasons that public organizations have incentive to implement business process management methodologies.
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Performance measurement has been receiving increased attention in public organizations. As performance measurement systems begin to take on a central focus by public sector…
Abstract
Performance measurement has been receiving increased attention in public organizations. As performance measurement systems begin to take on a central focus by public sector organizations, the challenges of measuring and improving critical organizational processes continue to increase in importance. Furthermore, as the procurement process continues to gain critical importance in public sector organizations, the need to apply specific performance measurement methods to measure and improve the procurement processes is essential for mission success. This article introduces the Contract Management Maturity Model (CMMM) as a method for assessing, measuring, and improving an organization’s procurement processes. The results of the case study describe the organizational benefits of using a contract management maturity model as a performance measurement, as well as a process improvement method.
Richard Bawden and Ortrun Zuber‐Skerritt
Presents a conceptual framework for process management of groups involved in action learning and action research. Discusses propositional, practical and experiential learning; and…
Abstract
Presents a conceptual framework for process management of groups involved in action learning and action research. Discusses propositional, practical and experiential learning; and the concept of meta‐learning (learning to learn) in relation to the “learning organisation”. Presents a model of process management that concerns people and process, with implications for research in industry, government and higher education.
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Henrikki Tikkanen and Pasi Pölönen
Most of the 50 largest organizations in Finland have undertaken business process re‐engineering (BPR) projects during the last five years. This study concentrated on business…
Abstract
Most of the 50 largest organizations in Finland have undertaken business process re‐engineering (BPR) projects during the last five years. This study concentrated on business process re‐engineering projects in 21 large Finnish organizations. Of the 21 organizations interviewed, six represent manufacturing industry, seven large public institutions or enterprises, and eight belong to the trade and services sector. The objectives of the study were to shed light on BPR projects in large Finnish organizations in terms of their scope, focus and adopted change management practices. Respectively, a threefold conceptual framework was developed for the study. The findings of the study show that the firms in the trade and services sector have undertaken very comprehensive BPR initiatives. BPR projects in the public sector have been slightly more limited. Manufacturing companies seemed to have the most limited approach to BPR. In change management, all studied organizations identified questions related to change navigation as the most important problem area in the actual management of the BPR projects. On the other hand, management involvement was clearly perceived as the area where the organizations’ capabilities were the strongest. As to the preconditions for a successful BPR project, four major conclusions can be drawn on the basis of the study. First, the broader the projects are in terms of scope and focus, the better the overall results. Second, strong management involvement is a basic requirement for a BPR project to succeed. Third, change navigation is the most critical area of concern, clearly differentiating successful BPR projects from the less successful ones. It is also the area where organizations encounter the greatest problems in BPR project implementation. Fourth, personnel involvement, as well as training and development projects, play a supportive role in BPR and are usually handled quite well in the organizations.
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Intae Kang, Yongtae Park and Yeongho Kim
A complete form of knowledge management system comprises both process management and contents management. Process management is concerned with handling activities to generate and…
Abstract
A complete form of knowledge management system comprises both process management and contents management. Process management is concerned with handling activities to generate and utilize knowledge, whereas contents management deals with knowledge contents themselves. Workflow, considered as a core component of process management, is to define and administer business processes automatically. A knowledge map is a representation tool to visualize knowledge sources and relationships among knowledge artifacts. Noting the crucial needs to integrate process management and contents management and recognizing that previous research has paid little attention to this issue, we propose a framework for developing a workflow‐based knowledge map. The proposed process‐perspective knowledge map takes the structure of processes and tasks defined in workflow into account. We then materialize the framework by developing a prototype and applying it to the car seat design process of the automobile industry. The integration represents an exploratory effort to combine process management and contents management.
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The purpose of this paper is to present the results of a research for developing a standard to implement a process management system in a whole supply chain.
Abstract
Purpose
The purpose of this paper is to present the results of a research for developing a standard to implement a process management system in a whole supply chain.
Design/methodology/approach
To gain this aim, the research has been developed in two parts. The quality management part has the objective to select the reference model to develop the standard. The supply chain management (SCM) part has, instead, the objective to select the drivers and the main processes that the standard have to manage. The evaluation of the results of these parts has permitted to define the proposed standard.
Findings
A modified interpretation of ISO 9001:2000 norm is proposed permitting: to improve the ISO 9001 standard to the general requirements for a whole process approach; to extend and to apply the ISO 9001 concepts, that address quality aspects within a single organization, to a whole supply chain; and to facilitate the introduction of the modern principles and techniques of SCM. Finally, the standard to implement a management system for a whole supply chain is introduced through the identification of the main supply chain processes and drivers.
Research limitations/implications
The standard proposed is a specific for a generic supply chain. Further studies will be necessary to: customize the standard to appropriate productive sectors and validate the appropriate content through real applications.
Practical implications
The standard proposed is a guide line to implement a management system in a supply chain and, for this aim, it can be applied in a generic supply chain.
Originality/value
The standard proposed is an original tool to improve the collaboration and processes integration between the partners into a supply chain and this scope can be the actual value of the presented methodology.
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Jiankang Wang and Jiuling Xiao
The purpose of this paper is to analyze the detailed content and research framework of a knowledge management audit, from the view of operation flow based on a cognition summary…
Abstract
Purpose
The purpose of this paper is to analyze the detailed content and research framework of a knowledge management audit, from the view of operation flow based on a cognition summary of knowledge management audit proposed by many scholars and organizations, in order to put forward some references for effective implementation of an organization knowledge management project.
Design/methodology/approach
The paper carries out a multi‐perspective analysis of the cognition of knowledge management audit summarizes the similarities and differences between the different viewpoints, also a contrasting analysis on the method proposed by various scholars and organizations from the point of view of flow, and then constructs the conceptive framework of knowledge management audit.
Findings
Knowledge management audit is the first important step in a knowledge management project and includes four phases: preparation, analysis, implementation, and summary. Its primary content involves knowledge management environment audit, knowledge property audit, knowledge management ability audit and knowledge management performance audit, and its main modules consist of knowledge demand analysis, knowledge inventory analysis, knowledge map and knowledge flow analysis.
Research limitations/implications
The paper provides a theoretical construction, but has not conducted a case study. In future research development, the framework of the paper will be improved through the case analysis of organization knowledge management practice.
Practical implications
By utilizing the research framework and method of the paper, an organization may understand rapidly the basic content of a knowledge management audit, implement an effective knowledge management audit to help improve organization (including non‐profit organization) performance and implement a knowledge management strategy.
Originality/value
The paper provides a framework for implementing a knowledge management audit.
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This paper presents a research study conducted for evaluating the effectiveness of a conceptual model of a distributed process management environment in the establishment of a…
Abstract
This paper presents a research study conducted for evaluating the effectiveness of a conceptual model of a distributed process management environment in the establishment of a collaborative building design. At the highest level, the conceptual model of the distributed process management environment have the following features: (a) enables description of a plan of a design process, (b) enables enactment of a process according to its plan, and (c) enables control and management of the enactment of a design process. The paper also presents the findings of a verification and validation (V & V) study conducted for evaluating the fit between the needs and expectations of collaborating design groups and the solution provided by the conceptual model of the distributed process management environment.
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João Henrique Lopes Guerra, Fernando Bernardi de Souza, Silvio R. I. Pires, Manoel Henrique Salgado and Anderson Luiz Ribeiro de Sá
The study analysed the aerospace industry, a traditionally important sector for the topic of risk management, from three complementary perspectives: the supply chain risks present…
Abstract
Purpose
The study analysed the aerospace industry, a traditionally important sector for the topic of risk management, from three complementary perspectives: the supply chain risks present in the sector, the mitigation strategies adopted to face them, and the characteristics (dimensions) observed in the SCRM process of aerospace companies.
Design/methodology/approach
The research employed a quali–quantitative method: a survey was carried out, followed by interviews with professionals from companies belonging to different tiers of aerospace supply chains. Interviews helped to interpret the survey data and understand in more detail risk management in aerospace companies.
Findings
The study presents a panorama of the aerospace industry in terms of risk management. The sector’s turbulent environment is described as well as the strategies to prevent, minimise or postpone the impact of supply chain risks. In particular, ten dimensions that have been identified in the SCRM process of aerospace firms are discussed. These characteristics influence the objectives of this process and are related to resources, roles and responsibilities, incentives, development of competences and skills, scope (internal and external) and approaches to integrate decisions and actions in the context of the supply chain.
Originality/value
Articles that address the SCRM process usually focus on the process steps, whereas this study investigated dimensions that transcend these steps but whose discussion in the literature is still fragmented. It also analysed a reference sector for the topic from a broader perspective than others available in the literature (supply chain risks, mitigation strategies and characteristics of the SCRM process). Supply chain members with relationships with each other were investigated, a desirable approach for SCRM but still under-explored. The study also answers calls for industry-specific studies and research on emerging countries.
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The aim of this case study is to explore and understand the talent management innovations, practices and processes in a major telecoms company in India, Bharti Airtel.
Abstract
Purpose
The aim of this case study is to explore and understand the talent management innovations, practices and processes in a major telecoms company in India, Bharti Airtel.
Design/methodology/approach
The paper is based on a study of the organization's talent management practices and a survey of executives, including in‐depth interviews with two key talent management executives, and a study of employees' perceptions of the organization's talent management and its impact.
Findings
The research revealed the organization's vision and methods for integrating talent management processes. Talent management is an important element of the development process for employees and is an organization‐wide practice. The process of effective management of the talent pool has led to enhanced employee engagement and reduced attrition and proportionately increased the average tenure of employees. The talent management strategy and processes have contributed in varying degrees to development and growth of employees.
Research limitations/implications
This research is an elementary study posing the need for further research into the organization‐wide practice of managing talent.
Originality/value
The research addresses how talent management is perceived in a successful organization and examines the recognition and growing acceptance of talent management practices. Talent management is widely adopted by multinationals operating in India, however, most Indian organizations are either currently or soon to adopt the practice. They are dealing with issues such as whether talent management is an offshoot of HR processes or an independent developmental process, and how it will create a competitive advantage and enhance employee engagement. This case study shows how the adoption of talent management processes on an organization‐wide scale – not confined to the HR function – has helped the organization improve retention and development.
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