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The purpose of this paper is to assess the degree of process approach implementation in the businesses studied and to identify the major motives behind the actions undertaken in the scope of reorientation towards processes.

The paper provides a discussion on the results of empirical research conducted in the year 2015 in 100 companies by means of the CATI system. The research comprised assessment of the process approach implementation in Polish enterprises which had deployed a quality management system (QSM). Specific motives providing grounds for process approach implementation in the organisations examined were also analysed. The results thus obtained were verified with reference to previous studies conducted in the field in question; they were statistically validated and then critically analysed, all in order to draw final conclusions.

It was observed that the evolution of experience of Polish entrepreneurs in the area of process management affects the growing number of organisations evaluating themselves as highly advanced in terms of process approach implementation, and at the same time, the number of companies classified as representing an intermediate level is dropping. Assessment of the extent of advancement of process approach implementation suggests that processes are measured in most businesses studied, but it also implies certain problems with process management. It was established that improvement of business credibility and deployment of the QSM were the most significant reasons motivating companies to implement the process approach.

Individual practical aspects are associated with the barriers identified and the solutions proposed to remove them. Such recommendations may be used by persons responsible for the implementation or improvement of the process approach in an enterprise.

The research addressed in the paper is not the first study of the process approach implementation level in Polish enterprises, but it followed the steps of other authors and the discourse they initiated. The research results provided in the paper are the most recent ones and reflect the latest trends. At the same time, the conclusions drawn may provide grounds for further scientific studies in this field.

The history of Organizational Development (OD) reveals a much older tradition of organizational science than the conventional wisdom would suggest. By the 1960s and 1970s OD became self‐confident and dynamic. This period was not only highly experimental but established the principles of OD for much of the twentieth century. By the end of the twentieth century new images of OD had occurred and much of the earlier thinking had been transformed. This review illustrates some examples under a series of themes that have had a major impact on the discipline of OD and on the wider thinking of organizational theorists and researchers.

The purpose of this paper is to test the relationship of process approach (PA), customer focus approach (CFA) and school quality with the moderation of professional certification of school principal to fill the gap of quality management practices in private schools.

Study applied quantitative design with the sample of 401 principals of private schools. Questionnaires were adapted from different studies, and pilot study was carried out. Confirmatory factor analysis was done along with structural equation modeling.

Results indicate that the process approach has a significant effect on functional quality and academic quality of schools. Customer focus approach medicates the relationship of process approach and functional quality. The study found no evidence of the relationship of moderation of professional certification of school principal with process approach, functional quality and academic quality.

Study contributed through the generation of new dimensions of school quality, putting professional degree of school principal as a moderator and by providing basis to understand the implementation of quality management system in schools. The outcomes of study will guide school managers to implement the process management approach to improve the school quality.

Originality of the study is defined in three ways; first, it is first study that examines the relationship of process approach, customer focus approach and school quality with the moderation of professional certification of principal. Second, it chooses “single” schools that have not been subject of any quantitative research exclusively. Third, it is a first attempt to examine the working of private schools in Pakistan with respect to quality management principles.

Process orientation is important for improving organizational performance. The process view is considered a key enabler of digital transformation, and thus management control systems (MCS) are expected to incorporate this view. However, the existing body of knowledge is fragmented, as different process approaches are often considered independently following a reductionist view of control practices. This paper aims to provide recommendations for further research as well as guidance for practice by a systematic review of the state of research of MC for process orientation. It is based on both a comprehensive view to MC using an MCS package approach and a comprehensive view of process orientation.

A systematic literature review addressing major types of process orientation approaches was performed by applying the comprehensive MC framework of Malmi and Brown. The results were synthesized and propositions were developed.

All components of the MC framework, as well as MCS packages, are highly relevant for process orientation. Propositions regarding configurations of MC for process orientation show directions for future research. However, comprehensive considerations of packages and of individual components, especially cultural controls, remain scarce in the literature.

To the best of the authors‘ knowledge, this paper is the first of its kind to provide a comprehensive, structured overview of MC for process orientation, applying a nonreductionist view, based on an MCS Package approach, and consolidating the so far fragmented view of different process approaches.

Focuses on managing performance in public, professional organizations, specifically those using output steering. Asks whether these organizations can use output measurement effectively in spite of the tool’s shortcoming. Outlines the positive effects of output steering as well as the “perverse” effects and derives three mechanisms that usually manifest themselves when output steering is used. Also deals with an alternative to output: a focus on throughput. Output steering focuses on an organization’s products; throughput steering focuses on the process of generating these products. Asserts that effective performance management implies that a manager and a professional use both approaches and make a creative use of the tension between the two approaches. They constantly move to and fro between a product approach and a process approach.

Nowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the strategic importance of IC management, particularly in the context of satisfying the stakeholders' interests and value creation. However, the existing studies reflect individual elements of IC management, not analysing them as a system which is a part of the organisational management system, and hence it is impossible to draw valid conclusions on the impact of IC on the organisation's performance. The aim of the paper is to describe an approach to the elaboration of the IC management strategy and its integration into the organisation's management system.

The developed approach is based on a holistic and systemic view of the organisation, where IC management is integrated into the organisation's management . This approach is based on the structure of IC developed by Lentjušenkova and Lapina (2016). In this structure, business processes are the IC component that unites the other three ones – human capital, technologies and intangible assets. The study has used induction and deduction, as well as analytical and synthetic qualitative research methods, including logical constructive and conceptual (concept) analysis.

Elaborating the organisational strategy by taking into account the stakeholder interests, the organisation is able to ensure sustainable development. Using the integrated management approach, IC management is integrated into the organisation's activities and joint operational strategy. In this case, IC management becomes an integral part of the organisation's activities functioning in conjunction with the other organisation's systems, and it is integrated into all ongoing business processes.

The approach the authors have proposed to IC management could be adapted by small and medium-sized companies. Using it, companies do not need to create special functional units or division, because IC becomes an integral part of organisation's processes.

In previous studies, business processes were considered as one of the components of IC. In the study’s approach, business processes imply integration of IC into the overall organisation management system. As a framework for the proposed approach, the authors have used the Deming cycle “Plan-Do-Check-Act” that envisages dividing the development and implementation of the IC management and development strategy into four phases, with a clear allocation of tasks and a defined outcome for each individual phase. To use this approach, it is enough for organisations to conduct an analysis of processes and, depending on the strategic goals of the organisation, make additions related to managing IC.

The purpose of this paper is to assess whether the business process management (BPM) approach contributes to applying systemic characteristics in organisations.

This is a theoretical and descriptive work based on a review of the literature on BPM and systemic approach.

From the analysis of its stages, it was possible to find a strong correspondence between BPM and the systemic characteristics found in the literature.

The paper presents practical implications to professionals as well as academics. The contribution to the body of knowledge on BPM derives from the identification of systemic characteristics in it, thus justifying its practical application to organisations in order to ensure better systemicity and adaptability. As processes are directed to the same goal, unnecessary and misdirected steps are redesigned or eliminated, concentrating resources on core processes and improving the organisation's performance. The paper also contributes to education, since the systemic approach may be a key subject to clarify the inter‐relationships among processes, and processes and their contexts.

The originality resides on elucidating the systemic characteristics of BPM, being academically valuable for justifying the studies about such an approach, besides contributing to the characterisation of its basic assumptions as well. In addition, the value of the present work for business management resides in the identification of a practical approach which can be applied to organisations in order to ensure them systemicity and flexibility.

Monitoring of a process leading to the detection of faults and determination of the root causes are essential for the production of consistent good quality end products with improved yield. The history of process monitoring fault detection (PMFD) strategies can be traced back to 1930s. Thereafter various tools, techniques and approaches were developed along with their application in diversified fields. The purpose of this paper is to make a review to categorize, describe and compare the various PMFD strategies.

Taxonomy was developed to categorize PMFD strategies. The basis for the categorization was the type of techniques being employed for devising the PMFD strategies. Further, PMFD strategies were discussed in detail along with emphasis on the areas of applications. Comparative evaluations of the PMFD strategies based on some commonly identified issues were also carried out. A general framework common to all the PMFD has been presented. And lastly a discussion into future scope of research was carried out.

The techniques employed for PMFD are primarily of three types, namely data driven techniques such as statistical model based and artificial intelligent based techniques, priori knowledge based techniques, and hybrid models, with a huge dominance of the first type. The factors that should be considered in developing a PMFD strategy are ease in development, diagnostic ability, fault detection speed, robustness to noise, generalization capability, and handling of nonlinearity. The review reveals that there is no single strategy that can address all aspects related to process monitoring and fault detection efficiently and there is a need to mesh the different techniques from various PMFD strategies to devise a more efficient PMFD strategy.

The review documents the existing strategies for PMFD with an emphasis on finding out the nature of the strategies, data requirements, model building steps, applicability and scope for amalgamation. The review helps future researchers and practitioners to choose appropriate techniques for PMFD studies for a given situation. Further, future researchers will get a comprehensive but precise report on PMFD strategies available in the literature to date.

The review starts with identifying key indicators of PMFD for review and taxonomy was proposed. An analysis was conducted to identify the pattern of published articles on PMFD followed by evolution of PMFD strategies. Finally, a general framework is given for PMFD strategies for future researchers and practitioners.

This paper illuminates the distinction between individual and organizational actors in business-to-business markets as well as the coexistence of formal and informal mechanisms of coordination in multinational corporations. The main questions addressed include the following. (1) What factors influence the occurrence of personal contacts of foreign subsidiary managers in industrial multinational corporations? (2) How such personal contacts enable coordination in industrial markets and within multinational firms? The theoretical context of the paper is based on: (1) the interaction approach to industrial markets, (2) the network approach to industrial markets, and (3) the process approach to multinational management. The unit of analysis is the foreign subsidiary manager as the focal actor of a contact network. The paper is empirically focused on Portuguese sales subsidiaries of Finnish multinational corporations, which are managed by either a parent country national (Finnish), a host country national (Portuguese) or a third country national. The paper suggests eight scenarios of individual dependence and uncertainty, which are determined by individual, organizational, and/or market factors. Such scenarios are, in turn, thought to require personal contacts with specific functions. The paper suggests eight interpersonal roles of foreign subsidiary managers, by which the functions of their personal contacts enable inter-firm coordination in industrial markets. In addition, the paper suggests eight propositions on how the functions of their personal contacts enable centralization, formalization, socialization and horizontal communication in multinational corporations.

The previous generations of implemented B2B e‐commerce hub solutions (e‐Marketplaces) did not successfully fulfil the requirements of buyers and suppliers (“Participants”) in different business domains to carry out their daily business and online commercial transactions with one another because of their inappropriateness, and lack of flexibility. The limitations of these provided solutions came from a lot of architectural and technological challenges in the provided technical architectures that were used to build these solutions. This research aims to provide a proposed architecture to build integrated B2B e‐Commerce hub solutions. It also aims to make use of bottom‐up/top‐down approaches to building an integrated solution and to resolve the reasons for the failure of previous generations of B2B e‐commerce hubs.

The research uses the EDI reference model, which is provided by the ISO organization to survey and analyze the challenges of previous generations of B2B e‐Commerce hubs solutions and their architectures. The study develops a proposed solution architecture based on the recent approaches to building IOSs to build a B2B e‐commerce hub solution architecture that can be used to implement vertical B2B e‐commerce hubs (vertical e‐Marketplaces). The paper assesses the capabilities of the proposed solution architecture for building vertical B2B e‐Marketplaces by applying the proposed architecture to the building of a vertical B2B e‐Marketplace for the oil and gas sector in Egypt.

Previous B2B e‐Commerce hub initiatives failed to extend their products and services to their “Participants”, and required substantial investment and effort from each “Participant” to join such a B2B e‐Commerce hub. The failure of these IOS projects lies in their inability to integrate B2B e‐Commerce networks based on IOS and consequently, they supported very few partners and “Participants”. These IOS approaches did not resolve the existing challenges of B2B e‐Commerce hubs, especially in the realm of interoperability.

The main contribution of the proposed architecture comes from the creation of a clear automatic path between a business requirements layer and a technology layer by combining both Service Oriented Architecture and management requirements in a single framework to provide dynamic products and flexible services. It provides a complete Multi Channel Framework to resolve the interoperability challenges.