LPN-Based Model Repair Method for Changed Business Processes

In this paper we seek to elaborate on a recent understanding that successfully inducing business process change is highly dependent upon the knowledge management capabilities of an organization. From this perspective, we believe that the current methodological basis for business process management lacks transparency and, very often, fundamental justification. Most methodological support advanced in the literature is taken too often for granted, and does not seize business process change as a knowledge creation effort. As a consequence, many business process professionals fail to mobilize, exploit and capitalize on the organizational knowledge base, which is needed for inducing business process change. In this paper, we will explain some of these methodological shortcomings, and offer the SPARTA framework for developing a far more inclusive, integrative and adaptive approach to the field of business process knowledge management. The framework reflects our belief that successful business process change highly depends on a degree to which some key dimensions fit together harmoniously. Moreover, the paper will elaborate on how this concept of methodological fit can be applied at various conceptual levels. Illustrations from the Financial Services Industry will accompany our understandings. 1. BUSINESS PROCESS CHANGE Despite a decade of experience with the business process phenomenon, certain fundamental problems still beset its successful application, and cause concern to practitioners. Considering the enormous financial and intellectual investments made in the ‘business process issue’, it is no surprise that the prime conceptual quest for BPR advocates and critics has been focused around this aspect. The result is an ever-growing bibliography of research findings from authors, each with their Permission to make digital or hard copies ofall or part ofthis work for personal or classroom use is granted without fee probided that copies are noL made or distributed for prolit or commercial advantage and that copies bear this notice and the full citation on the first page. To copy otherwise. to republish, to post on se~-wrs or to redistribute to lists. requires prior specific permission and:or a fee. SIGCPR ‘99 New Orleans LA USA Copyn’ght ACM 1999 l-581 13-063-5/99/04...$5.00 own list of pitfalls, success factors and avoidance strategies for successfully implementing redesigns [ 1 l][ 16][19][20][26][36] [38][39]. Amongst many others can be cited the difficulties in ensuring top management commitment or the technical problems involved in developing a responsive workflow management system. Although we understand the importance of this stream of research, we are convinced that there is another critical aspect that has been largely ignored in the business process debate so far. Our reasoning is based on the belief that most implementation problems are the result of defective knowledge management or a lack of a supportive methodological architecture that enables organizational learning. Many fail to develop, exploit and capitalize on the organizational knowledge for inducing business process change. Unfortunately, the effectiveness of a vast number of ‘classical’ BPR methodologies has mostly been taken for granted. Overall, we feel that current characterizations of the business process phenomenon and its methodologies are too narrow in focus. They reflect a highly normative, mechanical perspective on business reality whereby IT has been elevated to the role of primary, or even sole change vector. The current rhetoric largely assumes that business processes can be ‘@Iled apart and redesigned like Lego” [32]; an influence partly inherited from Software Engineering approaches [15][17][22][27][32][34]. Despite caveats to the contrary in the early writings of BPR advocates, that warned against ‘throwing computers at problems’, classical BPR can still be found deficient in its own terms. Furthermore, there is the paradox that many guiding concepts of the business process movement retain large ‘Tayloristic’ influences, and many enthusiastic ‘reengineering czars’ mistakenly assume that business processes have been engineered in the first place. All this leads to a contradiction between the practice and recent research [4][8][ 11][32][44]. We believe there is a need to broaden both the context and concept of business process change and to reconsider some of its basic underlying principles. Simply stated, managing business processes involves questioning the validity of existing working practices (cf. the ‘AS-IS’ picture) and justifying potential changes (cf. the ‘TO-BE’ picture). Moreover, the process changes that are conceived and ultimately implemented should add value to the customer. In knowledge management circles, it is commonly

PurposePrevious research showed that there are payoffs from IT investments, but the question is when and why such payoffs occur. This paper aims to adopt an “inside the black‐box” approach to the analysis of economic benefits of ERP systems by examining what business process (BP) changes take place in companies that have different motives for implementing ERP systems. This explorative study seeks to further examine the influence of these BP changes on organizational performance.Design/methodology/approachIn Spring 2006, 14 semi‐structured interviews were made in mid‐sized Finnish companies that use an ERP system. An ERP scorecard framework was applied to assess the perceived benefits of ERP.FindingsCompanies that have a technologically‐led motivation perceive “improved service time in accounting tasks” as an internal efficiency benefit, “faster response to business change” as customer benefits, and financial benefits in terms of other improved efficiencies. Companies that have a business‐led motivation perceive “economies of scale” as an internal efficiency benefit, and financial benefits in terms of “lower headcount costs” and “lower selling, general and administrative costs.” Both groups of companies report BP changes in terms of “reassignment of financial management of business cases.”Research limitations/implicationsThe balanced‐scorecard approach offers a systematic analysis of the ERP effects in organizations, but it limits the interpretation of the interview data. The small number of ERP implementations studied means that the results are not directly generalizable, but they point out interesting avenues for future research.Practical implicationsThe insights in the paper about the relationship between how ERP projects are motivated and how benefits are perceived may be helpful to organizations that implement ERP systems. The findings support the importance of continued monitoring of ERP systems to leverage their effects in maximizing benefits for the implementing organizations.Originality/valueThe paper provides new insights into the interrelationships between the motivations for implementing ERP systems and the perceived ERP benefits.

Throughout my work experience, I realized that ICT generates changes on the business processes in a way management has not expected. Such changes have a big impact on the company, subsequently the importance to understand them is extremely important. This motivated me to contribute to ICT and economic science, and to generalize conclusions that will help managers in similar situations. Descriptive method, quantitative and qualitative analysis, statistical methods, generalization and specialization, comparative analysis, mathematical and graphical methods were used in this paper. The research included 209 companies from all Croatian regions, 61% small, 21% medium and 18% large enterprises, classified by total revenue, number of employees and all types of business sectors defined by the national classification. The research search for data on how much the implementation of ICT has led to changes in business processes of the Companies The aim was to find out whether the introduction of computers, computer networks, the Internet, wireless internet, e-mail, common databases or electronic business has led to a change in the business processes of the Company. An affirmative answer was received from 79% companies and a negative answer from 12% companies, while 9% of them answered that it was not certain whether there was a change. Therefore, in 79% of the surveyed companies, changes in business processes occurred due to the implementation of some of the ICT. Whether there is a relationship between the presence / absence of changes in business processes and individual independent variables in this study was analyzed here by the chi-square test. As independent variables suitable for this test, the following four variables were used, as in the previous chapter: firm size (small, medium, large); total revenue (smaller, larger, large); business sector of the company (manufactoring, utility); number of employees in the company (smaller, medium, larger). Nine percent of the Companies that gave the answer "I'm not sure" were excluded from these analyzes. The practical contribution of the paper is reflected in the ability to use the research results in the real sector. The paper provides information from previous researches, author's views, conclusions and practical data consequently, that other researchers will be able to critically process, replicate, modify or apply. In addition, this paper may be an incentive to explore the impacts of ICT in other areas of the economy.

One of the tools used by governments to bring about organizational transformation is business process change (BPC). The objective of BPC is to bring dramatic changes in the way organizations conduct their business. Though the BPC concept seems to be conceptually appealing, it has been reported by many scholars that BPC comes short of its expectations. This study aimed at identifying and assessing the factors that contribute for successful implementation of BPC projects in organizations of the developing country context. The factors identified as important include the degree to which strategic business process changes are included in the BPC project, level and complexity of problems encountered; the degree to which proposed BPC objectives are being identified and incorporated in these change project plans and are actually derived; and the impact of BPC endeavors on business processes and on the organization. The study developed hypotheses about the BPC implementation process and the test results were found to be consistent with the hypotheses. The result of the study revealed that organizations give little attention to strategic processes critical to the very existence of the organization and employees’ empowerment recommended in the BPC literature. While implementing BPC, the most frequent problems seem to be very difficult to address such as communication barriers, the unforeseen magnitude of the BPC effort, and its interruption to operations. Based on findings of the study, conclusions are drawn and recommendations are made for practitioners to focus on success factors such as top management commitment. Well organized BPC project team and plans, focus on outcomes, sufficient resources and fund, well defined communications plan, team spirit and good working environment. Keywords : Business Process Change, Success Factors, BPC Outcomes

Organizations often change their business processes in reaction to changes in the environment or as a result of improvement efforts. These changes lead to adjustments in the Business Process Support (BPS) system. The impact of a change in a business process may extend beyond the specific point that has been changed, affecting preconditions required for other activities, outputs to be created, or requiring new inputs. This article introduces a concept of a scope of a change, whose identification facilitates focused efforts when adjusting the BPS system to changes in business processes. The article presents a taxonomy of modifications that can be made to a process model and characterizes different modification types in terms of possible scopes of the changes made. Copyright © 2005 John Wiley & Sons, Ltd.

\n The process of digital transformation will affect all organizations. In businesses that have already started this process, artificial intelligence (AI) solutions have begun to appear. What are the current or incoming challenges and business process changes for Brazilian companies on this journey? Projects on digital transformation pose new challenges and cause organizational changes in business, operational and administrative processes. AI initiatives will have a competitive impact on organizations leading digital transformation. Our objective was to identify changes, potential effects, and impacts of AI technologies on business processes, transformation dynamics, organizational structures, and management. This qualitative research examined the cases of five large companies: four multinational subsidiaries based in Brazil and one Brazilian company. Their industries were telecom & technology, professional services, logistics services, chemistry, and financial services. These companies have been engaged in a long-term digital transformation and AI implementation. Different companies have distinct organizational structures for portfolio management and project implementation. Their challenges and changes were identified through content analysis with a semi-structured interview protocol. Publicly available data and data provided by the companies were collected. The main reported challenges were prioritization and selection of AI projects, lack of people with the required abilities, change management issues, cultural resistance, and integration with existing processes and systems. The most affected business processes were assistance services: external (customers) and internal relationships (employees) and process of internal activities (document analysis, health, and fiscal and supplier registration). Improving professional and academic work in this field has great relevance at this moment, as professionals and scholars have begun to understand the transformative potential of AI technologies in our society.\n

In this paper, we explore system dynamics as a useful approach to consolidate findings from case studies on business process change (BPC) projects. We compile data from 65 BPC case studies to develop a system dynamics simulation model that helps us to investigate ‘employee morale’ as an important construct in BPC projects. We show that such simulation models consolidate the complex and often non-linear findings from BPC case studies in a way that makes it available to discourse among researchers, lecturers and students as well as BPC professionals. Thus, this paper contributes to knowledge management and learning by suggesting system dynamics as a valuable approach to illustrate and convey the complex relationships between important constructs in BPC. This paper also contributes to the domain of business process management by demonstrating the benefits of system dynamics as a way to review and consolidate the abundance of BPC case studies.

Businesses must adapt to rapidly changing technologies, new product and market innovations to be competitive in the global marketplace. One way companies try to improve their performance is through effective procurement using information technology approaches. Innovative IT technologies incorporated into the supply chain allow businesses to reduce their costs, improve their internal processes and shorten time spent on transactional tasks, enabling cost reductions as well as market competitiveness. Based on an extensive literature review of enterprise resource planning (ERP) development, cloud computing and cloud ERPs, e-procurement and ERP implementation frameworks as well as success factors and challenges related to cloud ERP and e-procurement implementation, a preliminary model for e-procurement was developed with a focus on three change elements: business process changes, human resource (HR) changes and IT changes. A case study was conducted to evaluate the proposed model empirically and semi-structured interviews were carried out to ensure the findings from case study analysis were relevant. Empirical research confirmed the importance of business process changes, HR changes and IT changes and revealed that supplier changes need to be added as an additional change element to the model’s design. Empirical research also found that business process changes have the most power and influence in the implementation process. This paper presents a revised model for e-procurement implementation based on business process changes, HR changes, IT changes and supplier changes. This article is also included in The Business & Management Collection which can be accessed at https:// hstalks.com/business/.

Business process change and information systems development are usually associated
\nin best business practices. However, it is not ever clear if the quality of
\nbusiness process change really impact on quality and value of information systems.
\nTo realize value from business process change through information systems
\nquality, it is necessary to clearly define an improvement strategy regarding both
\nbusiness activities and operations and the IT applications embedding them.
\nDavenport [2] identified three most important key factors driving IS value, deriving
\nfrom business process change: integrate, optimize and informate. Integrate
\nmeans to keep together large companies, with several different business units, operating
\nall over the world. Optimize means to use business process change and IT
\napplications development and implementation to perform more efficient and effective
\nbusiness activities and operations. Informate means to collect process and distribute
\ninformation where, when and how users need it, supplying information services
\nat managed cost and better quality.
\nWe suggest to add a key factor driving IS value deriving from business process
\nchange : Identify Knowledge. Identify Knowledge, means to identify knowledge,
\nwhen and how users need it, improving services and process decision.
\nInformation Technologies bear the potential of new uses. These uses provoke a
\nnew organisation which induces a new vision of IS strategy. Under the influence
\nof globalization, and the impact of Information and Communication Technologies
\n(ICT) that radically modify our relationship with space and time, the hierarchical
\ncompany locked up on its local borders becomes an Extended Company, without
\nborders, opened and adaptable. In this context, this paper proposes a shift in the
\nway the design of Information Systems is viewed based on business process. The
\napproach adopted is a global philosophy based on business process management
\nwithin the framework of all the methodological principles.
\nEmpirical evidences are available, by an Italian large company, using business
\nprocess management and knowledge capturing as an improvement strategy for IS
\nvalue. This company defined a well conceived framework to realize the better
\nquality of both business processes and IT applications, aiming to implement ongoing
\nIS management activities, to continuously produce value from IS. This frame2
\nwork is based both on BPM and on knowledge identification like instruments to
\nimprove the value of information systems and the quality of business processes.

The adherence of business process compliance (BPC) is crucial for many companies. In addition, business processes may be supported by IT components, which can also be affected by compliance requirements. Due to business process change and the avoidance of compliance violations, companies must analyze, among other things, the interactions between business process change and BPC. Following the design science research paradigm, we developed and prototypically implemented a method that is able to analyze interactions between BPC and business process change considering supporting IT components and compliance processes. The method takes the business process change patterns “replace” and “delete” into account.

Currently, many organisations have undertaken systems integration with the aim of improving business performance, which potentially involves radical change in all organisational aspects, including business processes. The aim of this research is to explore and prioritise the challenges of Business Process Change (BPC) in Enterprise Systems Integrations (ESI) specifically focusing on two approaches that are Business Process Reengineering (BPR) and Business Process Modelling (BPMo), as well as identify the solutions for them. Literature review is carried out in order to explore and understand the BPC challenges of systems integration in BPR and BPMo perspectives. Secondly, a questionnaire is deployed to gather various industrial and academic views and compare these with findings from the literature. Then, BPC challenges are prioritised, and relevant solutions are recommended to address those challenges. The main finding of this research represents "minimising human Issues" as the most important BPC challenge in both areas of BPR and BPMo in ESI and the solutions such as top-down management and people involvement are proposed to address it.

The Mulyoagung Village Office is a community service office in Mulyoagung Village. One of the services offered at the Mulyoagung village office is a system for making ID cards at the village office using the SiPeduli Desa website, but after analyzing the percentage of throughput efficiency obtained is still 30.85%. There are several processes that require a long waiting time and also manual processing processes so that this condition is still less efficient. Therefore, changes in business processes need to be made to improve the old system that is currently running into a more optimal system. This significant change in business processes is called Business Process Reengineering. The concept of reengineering was born to solve the shortcomings of the old system or legacy system in a business process. Completion of a business process with Business Process Reengineering is done by eliminating processes that do not provide added value and changing manual processes into automated processes by utilizing information technology. The results of this study are business process designs that increase throughput efficiency from 30.85% in the previous process to 89.61% in processes that have been carried out by Business Process Reengineering. The application of Business Process Reengineering can help provide the design of a new business recommendation model that is obtained after an analysis of old business processes and analysis of redesign alternatives is carried out. Business Process Reengineering is also able to improve old processes both in terms of service and speed.

This paper discusses the role that the ERP system has in the radical and continuous change of business processes. The radical change in business processes entails a radical modification, more precisely the termination of the existing method of doing business. Such a dramatic change is needed when the performance of the organization has decreased dramatically, and in order to gain a competitive advantage. However, due to frequent changes in the market and pressures to lower prices, better the quality, provide faster delivery, and the like, the once achieved competitiveness can be sustained long term only through continuous adjustments and improvements of business processes. What follows is the importance to constantly monitor and analyze the business processes in order to properly address the changes. Since there are a multitude of business processes within an organization that are connected to each other, and which intersect the functional and organizational boundaries, their monitoring is enabled only through the integrated information system such as ERP. Therefore the purpose of this paper is to examine what is the role of the mentioned system during the implementation of the changes in the business process. The paper concludes that the ERP system acts as an initiator of a radical redesign of business processes, but also as a facilitator of both a radical redesign and a continuous improvement of business processes. Given that any business change demands an adaptation of the information system, what follows is that it is necessary to change the business processes simultaneously with the introduction/modification of the ERP systems.

PurposeConstruction projects in developing countries frequently face criticism for engaging in social and environmentally irresponsible practices. Therefore, the purpose behind this research stems from the critique, requiring to formulate a comprehensive corporate social responsibility (CSR) framework that integrates sustainable innovation into business processes through stakeholder engagement.Design/methodology/approachIn total, 23 experts from the Pakistan construction industry took part in the Delphi study. Criteria set in terms of diverse backgrounds, organization size, characteristics or experiences of experts.FindingsThe finding reveals that the integration of CSR with sustainable innovation demands significant change in business processes, starting from planning, implementing and oversighting stages of project management and a demand for top management commitment to realize sustainable benefits that deliver value to all stakeholders.Originality/valueConstruction projects in developing countries frequently face criticism for engaging in socially and environmentally irresponsible practices. Therefore, the purpose behind this research stems from the critique, requiring to formulate a comprehensive CSR framework that integrates sustainable innovation into business processes through stakeholder engagement. In total, 23 experts from the Pakistan construction industry took part in the Delphi study. Criteria set in terms of diverse backgrounds, organization size, characteristics, or experiences of experts. The finding reveals that the integration of CSR with sustainable innovation demand significant change in business processes, starting from the planning, implementing and oversighting stages of project management and a demand for top management commitment to realize sustainable benefits that deliver value to all stakeholders.

Business process management (BPM) is changing in the digital age. As a result, organizations are confronted with new logics that their business processes adhere to: processes are designed to allow for easy adaptability, infrastructure becomes progressively more flexible, and process participants make their own decisions in ambiguous situations. In this context, business process change becomes increasingly important. Digital ventures – key phenomena in the digital age – heavily rely on digital technology and, hence, have the potential to change quickly. Consequently, their business processes need to change at the same speed. While the literature on BPM proposes different types of business process change and acknowledges that digital technology can enable such developments, it remains to be explored which specific characteristics of digital technology facilitate business process change. The study investigates this by drawing on a multiple case study with seven digital ventures. It finds four patterns of business process changes in digital ventures, illustrating digital technology’s impact on business processes. The study compares the patterns with existing types of business process change from the literature and discusses differences and similarities, trying to advance the understanding of business process dynamics in the digital age.