Business Process Management Implementation Research Articles

Business Process Management based on the project and knowledge perspective

New technological solutions require an organization to adapt constantly to changes in a dynamic environment. More and more enterprises implement Business Process Management, both at the strategic and operational levels, taking into account the project perspective based on knowledge resources. The aim of the article is to show the usefulness of building links between processes and projects based on knowledge resources in dynamic changeable technological circumstances based on research conducted in Poland. The approach guides Business Process Management activities by supporting organizations in identifying opportunities from business and technology trends and integrating them into business processes with novel value propositions.

Implementation Planning Information Technology Service Management (ITSM) Iso 20000-Based in Guarantee Companies

The helpdesk work unit was formed as a basic implementation of Information Technology Service Management (ITSM) implementation in the Company. In order to be able to measure the implementation of ITSM in the company, standardization of service management is needed, where currently, the standard used as a reference and is widely used is ISO 20000. ISO 20000 is a reference or best practice used in the implementation of business process management, which is expected to be able to respond to globalization developments where the ultimate goal to be achieved is to improve the quality and service in the Company. Currently, the constraints and problems faced by the Guarantee Company when ITSM has not been implemented include poor IT management, reduced levels of trust from stakeholders, weak control functions so that many risks occur and service level agreements (SLA) become unclear or do not have indicators in providing services.

The Moderating Role of Organizational Size on Business Process Management Culture of Government Organizations in Indonesia

The successful implementation of Business Process Management (BPM) requires a holistic perspective. Previous studies have found that the adoption of BPM Methods (BPMM) indirectly contributes to Process Performance (PP) by building a culture that supports BPM. This study examines the mediating role of BPM Culture (BPMC) and the moderating role organization size on the Performance of BPMM and Processes in Situbondo Regency and Surabaya City. Surveys were designed and distributed to employees in each agency. The results are analyzed using PLS-SEM. The results reveal that organizational size also influences the BPMC relationship between BPMM and PP.

Towards Integration of Business Process Management and Knowledge Management. IT Systems’ Perspective

Abstract The processes of globalisation, the ongoing threat of the COVID-19 epidemic, the continuing war in Ukraine, and constantly emerging new technological solutions require organisations to adapt to changes constantly. Meanwhile, implemented business process management (BPM) often fails to integrate processes and knowledge resources. The awareness of the IT systems’ role in management processes is still lacking. These premises influenced the implementation of the main research goal to identify the approach of Polish private and public enterprises and various industries to the BPM integration with knowledge management (MK) in the context of using new information technologies. The presented research results justify the usefulness of building relationships between the process and knowledge resources under dynamically changing conditions using IT systems. The diagnostic survey results confirmed the key importance of developing such BPM and MK elements as evidence-based decisions, strategic goals, measurement systems, databases, digital innovations, and IT use for data processing. The presented material can support managers of various organisation types in decision-making processes by fully understanding the IT systems’ role and potential in process and knowledge management. Also, the article’s implications are a source of guidelines, helping organisations to implement management systems based on modern technologies. The value of the publication is a wide range of respondents: 107 large, medium, small, and micro-enterprises operating in Poland. The article’s research results also concern economic activities such as production, logistics, transport, banking, insurance, IT, telecommunications/ media, public administration, healthcare/pharmaceuticals, consulting, energy, and construction.

Determinants of BPMS use for knowledge management

PurposeCompanies are increasingly implementing business process management systems (BPMSs) to support their processes. However, there is a gap in the literature regarding whether users also use BPMSs to manage the knowledge needed for processes to be completed. This study aims to analyze the factors that cause users to use BPMSs to manage the knowledge required in business processes.Design/methodology/approachThe paper proposes an original model that integrates two successful information system models applied to BPMSs and knowledge management systems. To test the hypotheses derived from this new model, data were collected from 242 mature BPMS users from 12 Spanish and Latin American companies. Structural equation modeling with AMOS was used to examine the model.FindingsUsers’ perceived usefulness of a BPMS when using it for knowledge management (KM) is the only factor influencing them to use it for KM.Practical implicationsThis study has practical implications for managers wishing to successfully implement a BPMS to support processes and for employees to use the knowledge embedded in the tool. The latter will only happen if users perceive the tool’s usefulness for KM.Originality/valueTo the best of the authors’ knowledge, this model is the first empirically validated model to successfully analyze BPMS users’ tendency to use BPMSs as a tool to support necessary KM in processes.

Individuals' attitudes about organizational change: relationship between BPM and resistance to change

PurposeThe aim of this article is to investigate individuals' attitudes about organizational change, considering implementation of business process management (BPM) and resistance to change.Design/methodology/approachThe study examines the attitudes of subjects that experienced organizational change in the context of BPM in Brazil. In order to measure resistance to organizational change, 22 interviews were conducted using a script adapted from Pereira et al. (2019). The study considered two main agents: BPM implementers and end-users. Data were analyzed qualitatively via content analysis.FindingsThe results provided interesting insights. In relation to the individuals' attitudes, satisfaction, fear, stress and anxiety were the most frequently reported. However, opinions contradict the negative feelings expressed, given that organizational benefits, facility and pleasure at work and personal benefits were the most frequently reported. In regard to behavior, individuals approved change and in general accepted it. Finally, in terms of confidence in management, the subjects reported leadership and trusting their bosses as positive points.Research limitations/implicationsStudy limitations include the difficulty in finding end-users on LinkedIn, the fact that convenience sampling was used and the possible false memory of respondents.Originality/valueThe approach used in this study provided a relevant contribution to the area under study, primarily via the new findings, that is, elements of resistance to change that emerged from the data.

Алгоритм применения модели процессной зрелости для совершенствования бизнес-процессов организации

Business process management contributes to the effective operation of an organization with greater customer focus and a high level of productivity. These advantages have the potential to overcome the high level of competition; however, optimizing business processes in specific organizations is a challenge. Improving processes requires accounting for many aspects; therefore, many companies experience difficulties in managing business processes. Many practitioners and scholars work on developing business process maturity models to help organizations gradually implement business process management for specific processes and/ or for an entire portfolio of processes. The article considers the most popular maturity models. An algorithm for applying these models is developed. Theoretical principles for the development of the algorithm are represented. This algorithm allows for an ongoing maturity assessment. Based on the obtained results, the most appropriate maturity model for further optimization of business processes can be selected. Possibilities of subsequent application of the developed algorithm are considered.

Uncovering the Combined Impact of Process Characteristics and Reward Types on Employees’ Job Satisfaction: A European Quantitative Study

Organizations should constantly improve their business processes to increase performance while keeping employees satisfied. Therefore, human actors are considered a success factor in business process management (BPM) projects. This fact amplifies the impact of employees’ satisfaction on business process performance. Although several reward approaches exist, it remains unclear how they affect job satisfaction specifically in combination with certain process characteristics. To address this gap, we conducted a statistical analysis of survey data based on a representative European working conditions dataset. We applied two-way analysis of variance (ANOVA) and analysis of covariance (ANCOVA, i.e., controlled for organization size and sector) to explore the interaction effects. By looking at all possible combinations, we uncover how the presence or absence of specific pay modes and process-related aspects influence job satisfaction. Additionally, we reveal and discuss the joint effect of process characteristics and pay-for-performance types on job satisfaction. The results argue for a differentiated approach in pay-for-performance to obtain optimal reward solutions. Moreover, we advise for better strategic planning and facilitating successful BPM implementation.

Dynamic market complexity and service value advantage: an empirical investigation of business process management

PurposeHaving complexity theory as the overarching conceptual rationale, this paper presents a research model that defines external drivers, strategic and internal business practices and performance outcomes in service firm contexts.Design/methodology/approachUsing an original survey instrument, the authors empirically examine business process management (1) adopting the mediating roles of shared goal practices and technology imperative practices (2) involving moderating roles of competitive market environments and joint implementation practices.FindingsIn response to dynamic market complexity, firms implement business process management through shared goal practices and technology imperative practices for achieving customer service outcomes. The findings also suggest the moderating roles of competitive pressure and joint implementation practices.Research limitations/implicationsGeneralizations here are limited to service firms. Increasing customer service expectations (e.g. simplicity, convenience, visual images and rapid responses) require firms to involve cross-functional work throughout their organizational processes.Practical implicationsIn digital environments, business process management requires socio-technological synergy through shared goal practices and technology imperative practices.Originality/valueBuilding on a theory-driven research model, a survey instrument provides tools to examine business process management of service firms that sense dynamic market complexity challenges and translate them to achieve desirable customer service outcomes.

The changing nature of the business processes in the knowledge economy – Action research

AbstractThe aim of the paper is to propose the authors' business process nature assessment method and to indicate how to use the data provided by it as guidance for implementing and developing business process management (BPM) in organisations operating in the present complex and dynamic knowledge economy (KE). The study is based on the existing research literature relating to BPM and knowledge management (KM), and thus investigating how the evolving KE affects the nature of business processes and thus the whole BPM ecosystem. The empirical section of the paper employs action research methodology. The data was collected through internal documentation analysis, interviews, workshops (focus groups), process modelling and, observation during workshops. This part of the study confirmed that the use of the proposed method allows for the diagnosis of the nature of business processes in the organisation, including the identification of the nature of the key processes and their characteristics, which allows selection of the optimal BPM implementation methodology. At the same time, the use of action research allows for efficient communication between management and the team implementing BPM, which has been shown to be a necessary condition for the successful implementation of BPM.

A Fuzzy Network Slack Based Model for Evaluating the Effectiveness of Business Process Management Implementation: A Case Study

A Fuzzy Network Slack Based Model for Evaluating the Effectiveness of Business Process Management Implementation: A Case Study

A Fuzzy Network Slack Based Model for Evaluating the Effectiveness of Business Process Management Implementation: A Case Study

A Fuzzy Network Slack Based Model for Evaluating the Effectiveness of Business Process Management Implementation: A Case Study

Process Definitions - Critical Literature Review

Purpose: The article aimed to identify the definition of a process and define a proposal of one's concept of a process in order to improve the organization's strategy in the scope of the process approach implementation. Design/Methodology/Approach: In the research process, to achieve the assumed research goals, it was decided to use the following research methods, desk studies and tag cloud. Findings: As a result of the research, process definitions were established, a semantic analysis of the most popular forty process definitions was made, and the analysis was carried out on three levels. Practical Implications: More and more organizations use the Business Process Management concept, but the process definition is ambiguous. It is essential to standardize the process definition because business process management implementation depends on precise definitions. Originality/Value: The paper's originality is the use of tag cloud to analyze the process definitions. The study presents a new approach to the process in the context of the proprietary model.

Practical assessment of the nature of business processes

The aim of the article is to present a framework enabling the quick and practical assessment of the nature of business processes, necessary to select business process management (BPM) tools and methodologies in accordance with the actual nature of BPs in the organization. The lack of such compliance reduces or delays the results, or it can even cause the failure of BPM implementations. To avoid this risk, organizations should be aware of the nature of their processes prior to planning and implementing BPM. The article summarizes extensive literature studies and experiences resulting from the practical implementation of business process management in organizations with diverse types of business processes. Developed in accordance with the Design Science Research (DSR) methodology, the Business Process Nature Assessment Framework (BPNAF) uses an approach that combines business process management with the management of the knowledge used and created in the course of the process execution. The article presents the concept of the business process space and the Business Process Nature Assessment Framework (BPNAF) based thereon, which enables the quick and efficient assessment of the nature of business processes in an organization in terms of their unpredictability and knowledge intensity. The presentation of the results enables the objective recommendation of the selection of implementation methodologies, HRM policies, or IT systems supporting BPM in line with the real nature of business processes implemented in the organization, in a way that is understandable to both specialists and non-specialists. The article is dedicated to researchers, but above all to practitioners using BPM. The application of the presented BPNAF allows managers to choose the methodology and tools supporting the management of business processes, but also human resources or knowledge, in accordance with the objective nature of the processes and the needs of the organization. The simplicity and speed of analysis, as well as the ability to directly use its results in the initial implementation of business process management, mean that the benefits of using the BPNAF are much greater than the effort or preparation costs involved. An important limitation of the work is the fact that the analysis of the business process space and, consequently, the BPNAF are limited to only two dimensions: unpredictability and knowledge-intensity. The article presents the original concept of the business process space and the author's model of the BPNAF framework based on its two-dimensional version. The supplement of BPM implementation methodologies with the use of the results of this work is of key importance for the success or failure of implementations.

Analysis of Business Process Management (BPM) Effect towards Data and Information Quality Improvement at Higher Education: A Literature Study

Business Process Management (BPM) is a collection of methods, techniques, and tools to optimize organizational performance. In the case of higher education institutions (HEIs), BPM is usually implemented to provide a standard business process. Implementation of Data Governance (DG) is often based on the desire for good Data Quality (DQ), to help an organization carry out its strategies and achieve its objectives. Previous research has proven that DG would improve data quality and safety and trigger a better standard. While data and information are essentially connected, BPM and DG have been addressed separately in the process of obtaining high quality data and information. This study conducts a literature review to investigate the relationship of BPM in the development of DG in HEIs. Articles related to BPM, DG, and DQ are collected from relevant databases. The articles are filtered and perused further to obtain 23 articles that are analyzed and synthesized to answer the research question. Based on these articles, a conceptual model is developed, depicting relationship in the application of BPM and DG. The first relationship identified from previous work is that the successful implementation of BPM influences DG planning and implementation success. Second, a good BPM implementation influences the process of obtaining a good DQ. Finally, implementing a good DG influences the acquirement of a good DQ. This study also found that BPM, DG, and DQ implementation at HEIs was fewer than that at other sectors or case studies, which open up opportunities for further studies.

The Review of using Unified BPM Cycle for Public Credit Recovery Activites

Business Process Management (BPM) is a combination of Information Technology and management science, which applies to improve business process in order to improve operational excellence and business performances [1] leading to process automation. This review article based is on a case study in application of business governance in public sector organization, which was conducted by Abimael R. Do Nascimento, Roquemar de Lima Baldam, Lourenço Costa and Thalmo de Paiva Coelho Junior in 2018. The article analyzes the implementation of unified BPM in operational activities in a federal public advocacy body with evaluating corporate governance practices of the process. The study used mix method approach to gather data and to analyze them. Findings revealed the requirement of corporate governance practices, prioritizing BMP and auditing process.

Organizational Culture, Process Management and Maturity of the Process: An Empirical Study of the Process Status in Peru

Business process management (BPM) is considered a source of improvement for business efficiency and effectiveness, although its correct implementation is a tough challenge to most organizations. In this line, some authors noted how certain organizational culture acts as a precursor of a successful BPM implementation. However, there is insufficient empirical research in this regard. Covering this gap is the objective of the present research. The study adopted a non-probability convenience sampling method to obtain 187 participants who are executives of Peruvian companies. Using partial least squares structural equation modelling (PLS-SEM) for the data analysis, we found that oganizational culture is an antecedent that positively influences the success of a correct BPM implementation and has a direct and indirect relationship with process outcomes and maturity. We also identified which elements are most relevant to process success. Based on our findings, it is not advisable that organizations direct their efforts only to the implementation of process management practices, they should also analyse and carry out previous actions to set the right organizational culture conditions. This study shows evidence to extant traditional maturity models and consider culture as an isolated antecedent. Besides, it is the first to be developed with data from a Latin American country—Peru.

Business process management (BPM): terminologies and methodologies unified

Business process management (BPM) is one of the effective performance management methodologies used in managing process-oriented organizations. BPM was adopted by many organizations and impressive results were achieved. However, BPM still in its infancy and many issues yet to be resolved. Having a unified list of the BPM critical success factors (CSFs) and BPM principles considered one of the important research areas. The literature review showed that despite the majority of BPM principles and CSFs are the same or there are minor differences between them, different terminologies were used to describe them. The literature review showed also that the methodologies used for BPM implementation were either very old, it does not cover the human interaction with BPM systems (BPMS), or it describes BPM methodology partially. Therefore, the main objectives of this research are building insights about BPM’s most recent developments, unifying BPM principles and CSFs and proposing a comprehensive BPM. The literature was analyzed to extract BPM’s developments. Moreover, the mapping process was used to propose a unified list of BPM CSFs and BPM principles. A critical success principles (CSPs) name was given to the unified list. 22 CSPs were identified, based on the nature of CSPs and implementation level, CSPs were classified into three main areas or levels namely strategic, supportive and operational CSPs. Out of 22 CSPs, 36.5% of CSPs were classified as a strategic CSPs, 45.5% of CSPs were classified as operational CSPs, and only 18% were classified as a supportive CSPs. A comprehensive BPM methodology was proposed, the proposed methodology combining the steps of generic BPM methodologies and BPMS methodologies and it is unifying the terminologies used in the reviewed methodologies. Pros and cons of the proposed methodology discussed in this research. The implications of this research can be seen in both theoretical and practical sides. For the theoretical side, the researchers can see the most recent developments in the scope of BPM, summarized in this research, and build on it to conduct future research. The proposed CSPs can be further analyzed to find the relationship between CSPs and how each one of them can affect BPM implementation. The proposed BPM methodology can be tested by applying it to the different business sectors and measure organizations’ performance during implementation stages. For the practical side, the proposed methodology can provide a guide for managers and organization leaders about the right steps to be followed during implementing BPM and conducting BPM projects. Moreover, CSPs can guide BPM project managers, organization leaders, and business excellence units to focus their efforts on the significant improvement areas and actions to be taken on strategic and operational levels.

Assessing the Implementation of Business Process Management on Selected Small and Medium Enterprises in Ghana

A business' choice for using an innovation depends on looking into the variables affecting this use and its favorable circumstances. Innovation deployment significantly influences the way business is led, the optimality of asset usage and increase in the organizations competitive advantage. This research is to identify the role Business Processing Management (BPM) play in selected SMEs in Ghana. The method utilized for this investigation was the descriptive research design. This research is exclusively embraced by the utilization of secondary data. The technique for data analysis will be by the utilization of content analysis. The study revealed that the main principles of BPM implementation in the selected SMEs are commitment from management, customer priority, teamwork, and continuous improvement. The study also showed that BPM has a direct relationship with the productivity of SMEs. The main challenges of BPM on the selected SMEs are the lack of resources, lack of experience in quality management, lack of objectives and strategies, Short term objectives concerns, lack of information technology (IT) experts. Since BPM is a broad and an intense concept that needs to be taken seriously when it comes to SMEs ensuring that the firm produces a high-quality goods and services, it was recommended that SMEs needs to have IT experts who can assist in the integration of BPM in all aspect of the business activities.

Jedan pristup za ocenjivanje i izbor ključnih poslovnih procesa

The traditional management is hierarchically organized. The transition from traditional management to process management requires a radical shift in thinking from a command-and-control, personality based, top-down hierarchy to horizontal, process-oriented, team-oriented structure. Business model of an organization, implementing business process management, is realized through a network of processes. The goal of business process management is to systematically improve all processes, espesially core processes. Core processes are work processes that cross functional boundaries, produce an output that is strategically important to the organization's success and are essential for organization survival at market. Very often an organization has a set of busness processes which are improvement candidates. The problem is how to choose the set of processes whose performance improvement will do the best for organization at all. In this paper an approach for evaluation and selection of core processes is presented. The proposed approach is based on process' objects and the three-level hierarchical quality evaluation model.