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Article
Publication date: 8 June 2018

Larissa Alves Sincorá, Marcos Paulo Valadares de Oliveira, Hélio Zanquetto-Filho and Marcelo Bronzo Ladeira

The survival and growth of organizations presently depend on managing processes and capabilities to effectively use large volumes of data from different sources to assist…

3121

Abstract

Purpose

The survival and growth of organizations presently depend on managing processes and capabilities to effectively use large volumes of data from different sources to assist organizations’ strategic and operational goals. This paper aims to test the relationship between organizational analytical capabilities (OAC), the performance results in organizational resilience (OR) and the business process management maturity (BPMM).

Design/methodology/approach

Based on a survey of companies operating in the state of Espírito Santo, Brazil, a conceptual model was proposed and tested using the partial least squares algorithm.

Findings

The results confirm the proposed theoretical hypotheses that OAC and BPMM positively impact OR. In addition, the results show that OAC exert a moderating effect on the relationship between BPMM and OR.

Practical implications

It is understood that stimulating the practice of data and information analysis in the organizational routine translates into a relevant managerial behavior, as this attitude leverages the knowledge development and understanding about how to manage unexpected risk events, enabling companies to assess their ability to react to disruptions, even in terms of operational failures.

Details

RAUSP Management Journal, vol. 53 no. 3
Type: Research Article
ISSN: 2531-0488

Keywords

Article
Publication date: 20 June 2008

Kevin McCormack, Marcelo Bronzo Ladeira and Marcos Paulo Valadares de Oliveira

The purpose of the paper is to investigate the relationship between supply chain maturity and performance, with specific references both to the business process…

5908

Abstract

Purpose

The purpose of the paper is to investigate the relationship between supply chain maturity and performance, with specific references both to the business process orientation maturity model and to the supply chain operation reference model.

Design/methodology/approach

Quantitative, survey based research was carried out with 478 Brazilian companies. Statistical analysis combined the use of descriptive statistics and structural equation modeling.

Findings

Empirical results indicate a strong and positive statistical relationship between supply chain maturity and performance. The results also suggest that the deliver process maturity has a higher impact on overall performance than the other supply chain processes.

Research limitations/implications

Quantifying supply chain maturity and performance is an opportunity for a company to align its performance measurements and process improvement actions with its broader policies and strategies. The use of this approach has been validated in several previous research studies in organizational self‐assessment and business management.

Practical implications

Maturity models are valuable frameworks for corporate leadership. This study provides solid statistical evidence that a company that has achieved a higher maturity level and implemented the maturity factors also has achieved superior performance. It also validates the application of these specific maturity factors in South America, specifically Brazil.

Originality/value

This paper confirms and expands upon earlier research suggesting higher levels of process maturity were related to superior performance. This paper also examines the evolution of performance measurement systems, moving from a traditional approach to a more process oriented perspective by reporting on the origins of maturity models and presenting the main empirical contributions through the use of the business process maturity model and supply chain operation reference model.

Details

Supply Chain Management: An International Journal, vol. 13 no. 4
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 11 September 2009

Kevin McCormack, Jurgen Willems, Joachim van den Bergh, Dirk Deschoolmeester, Peter Willaert, Mojca Indihar Štemberger, Rok Škrinjar, Peter Trkman, Marcelo Bronzo Ladeira, Marcos Paulo Valadares de Oliveira, Vesna Bosilj Vuksic and Nikola Vlahovic

The purpose of this paper is to report on the results of research into the precedence of the maturity factors, or key turning points in business process maturity (BPM…

3320

Abstract

Purpose

The purpose of this paper is to report on the results of research into the precedence of the maturity factors, or key turning points in business process maturity (BPM) implementation efforts. A key turning point is a component of BPM that stabilizes within an organization and leads to the next maturity level.

Design/methodology/approach

Several years of data from over 1,000 companies in the USA, Europe, China, and Brazil that have completed a BPM assessment are analyzed to identify which components of BPM stabilize, when and in what order. Different analysis methods are employed in order to identify global commonalities and differences.

Findings

The paper identifies key turning points from several different perspectives using several different approaches and develops some conclusions common to all methods used in this research.

Research limitations/implications

The relationship between the components (dependencies) is only suggested but not statistically analyzed. Several data sets are also on the low end of sample size for the methods used and some parts of the research used ad hoc selection of companies of arbitrarily distributed companies into different groups.

Practical implications

The results can be useful for leaders and teams that are attempting the journey to process maturity. The guide‐posts, milestones, and measures can help answer the question “Where am I on this journey and what is next?”

Originality/value

A plethora of maturity models has emerged that claim to guide an organization through the process of building levels of maturity that lead to competitive advantage. To date, there has been a lack of quantitative studies documenting these road‐maps. The paper provides global, quantitative evidence of the critical maturity components associated at each level of maturity.

Details

Business Process Management Journal, vol. 15 no. 5
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 21 March 2019

Simone Sehnem, Lucila M.S. Campos, Dulcimar José Julkovski and Carla Fabiana Cazella

The purpose of this paper is to analyze circular business models of Brazilian companies.

1747

Abstract

Purpose

The purpose of this paper is to analyze circular business models of Brazilian companies.

Design/methodology/approach

The authors analyzed 105 business models of adopting companies from the perspective of the circularity of resources. These were classified as analytical sector category, business model design aligned with sustainability, sustainable practices adopted, level of maturity of business models and determinants of the circularity of resources.

Findings

The results show that companies belonging to the service sector predominate, which, above all, offer the virtualization of processes, sharing, ecological products, socially responsible and emphasis on recycling. Of these, 92.38 percent were already aligned with the sustainability assumptions, which contribute decisively to the operationalization in a circular perspective. Therefore, the materialization of the circular economy (CE) in Brazil is occurring, although there is potential for a stronger engagement with the determinants of the CE, especially in the perspective of the biological cycle and in the short cycles of technical levels.

Originality/value

In addition, the authors promote advances in the maturity levels of business models to optimize the optimal level, where processes are predictable, critically analyzed and continuously improved.

Details

Management Decision, vol. 57 no. 4
Type: Research Article
ISSN: 0025-1747

Keywords

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