Impact Of Business Process Management Research Articles

A Study on Measuring the Impact of Business Process Management on an Organization’s Business Performance Superiority

The study's overarching goal is to quantify the effect of BPM on the improved business performance of participating organisations. The research used the corporate process management life cycle methodology to identify the concept of superiority. Along with describing the operational and competitive dimensions of business performance superiority, the opinions and responses of the 89 managers who made up the sample were utilised to describe (process identification and design, process modelling and documentation, process monitoring and controlling, and process optimisation). To validate the study's hypothesised model and draw attention to BPM's role in explaining why some organisations outperform others, researchers performed multiple regression analysis. Organisational managers must provide moral and financial support for business process orientation within the business entrepreneurship window in order for their organisations to maintain a competitive advantage in an uncertain, risky, and potentially volatile environment.

РОЛЬ ЦИФРОВИХ ТРАНСФОРМАЦІЙ БІЗНЕС-ПРОЦЕСІВ ПІДПРИЄМСТВ

The article considers that in modern conditions digital transformation is a key factor for the successful development of businesses. One important aspect of this transformation is the enhancement of business processes to ensure more efficient and optimized operations for companies. This article is dedicated to exploring the importance of digital transformation and analyzing the impact of business process management on enterprise performance. The role of digital transformation in business processes for enterprises in the modern economic environment is considered. It is determined that digitization is a modern stage of development in the digital society, where digital technologies are prevalent and realized through the use of technical tools and software solutions. The process of business process reengineering is examined. The main components and stages, as well as the advantages and disadvantages of reengineering of business processes, are described. Reengineering of business processes is a necessary element of digital transformation of enterprises. The conditions of digital transformation require businesses to review and optimize their processes to ensure greater efficiency and competitiveness. This allows businesses to reduce the time and cost of completing tasks, improve the quality of a product or service, and ensure more accurate and faster data processing. Digital transformation requires businesses to be ready for constant changes and updates. Reengineering of business processes allows enterprises to be ready for these changes and maintain high efficiency of their work in conditions of constant technological changes. However, the implementation of digital technologies is also associated with certain challenges, therefore, enterprises should carefully study the possibilities and take into account all possible risks of digital transformation of business processes before its implementation. Therefore, digital transformation of business processes is an important step in the development of modern business. The implementation of digital technologies allows enterprises to ensure more efficient and productive work and play one of the leading roles in optimizing business processes and restructuring companies in accordance with the requirements of digitalization. The main problems and obstacles that arise in the process of digital transformation are identified, and the main advantages of using digital technologies in business are also described. It is proven that the successful implementation of the digital transformation process can improve a company’s efficiency, reduce costs, and ensure competitiveness in the market.

INVESTIGATING THE IMPACT OF THE PROCESS APPROACH ON THE PERFORMANCE OF THE COMPANY - EMPIRICAL STUDY OF THE MOROCCAN CONTEXT

Process approach or Business Process Management (BPM) allows organizing and framing a company by focusing in the improvement of performance in order to gain competitive advantage. Although it is believed that BPM improves various aspects of organizational performance, there has been a lack of empirical studies about this. The present paper has the purpose to study the impact of business process management in companies performance in Moroccan context. To accomplish that, the theoretical basis required to know the elements that configurate BPM and the measures that can evaluate the BPM success on performance is built through a literature review. Then, a research model is proposed. Empirical data has been collected from a survey of Moroccan companies from different sectors. A quantitative analysis has been performed using structural equation modeling (SEM) to show if the direct and indirect effects between BPM and performance can be considered statistically significant. At the end, we have discussed results, their managerial and scientific implications.

The impact of business process management on Job performance

The impact of business process management on Job performance

Business process management and supply chain collaboration: effects on performance and competitiveness

PurposeThis study aims to examine the interrelationships among business process management (BPM), supply chain collaboration (SCC), collaborative advantage and organisational performance.Design/methodology/approachData were collected from 204 manufacturing firms in Thailand, and the interrelationships proposed in the framework were tested via structural equation modelling.FindingsThis study highlights the role of intra- and inter-organisational practices and clearly demonstrates the joint role and impact of BPM and SCC, respectively. The results provide empirical evidence that BPM improves both organisational performance and collaborative activities. Also, SCC and collaborative advantage can have indirect positive impacts on organisational performance.Research limitations/implicationsThis work could be expanded by adopting a supplementary dyadic or extended supply chain (SC) approach and could also consider contextual factors, which were outside of the scope of this study.Practical implicationsThe BPM approach has a positive impact on organisational performance, which is essential for collaborative activities between a firm and its SC partners. Further, effective BPM and SCC practices lead to enhanced performance and collaborative benefits. Practitioners should be better able to define and measure specific actions relating to their BPM and SCC practices.Originality valueThis paper stresses the need to consider the interrelationships between BPM, SCC, collaborative advantage and organisational performance for both direct and indirect effects. Rather than focusing only on improvement at individual firm level, SCC is vital to compete in the market. Improving the effectiveness of SC allows higher organisational performance levels than those that could be achieved in isolation.

The impact of business process management and applicant tracking systems on recruiting process performance: an empirical study

This research focuses on the effects of different business process management components in combination with information technology on recruiting process performance. The results of a study of Germany’s largest 1,000 business enterprises (response rate 13.1 %) reveal that business process analysis, business process improvement and the usage of applicant tracking systems reduce recruiting process costs. Specifically, the cycle time of the recruiting process can be shortened significantly through business process controlling and process analysis, and by using an applicant tracking system that supports the design and evaluation of key performance indicators. Business process standardization combined with applicant tracking systems and business process documentation as well these systems used together with business process controlling have a significant positive impact on stakeholder satisfaction with the recruiting process. The general quality of the process can be improved through business process controlling as well as through a combination of applicant tracking systems and business process controlling. Our results reveal that several components of the business process management in conjunction with a supporting applicant tracking system have differing impacts on recruiting process performance. This paper discusses these diverse effects of business process management on process performance and draws implications for information systems success research.

The impact of external environmental on business process management and organizational performance

The external business environment as a variable for explaining the impact of business process management (BPM) on organization performance is investigated. The developed model is tested using partial least squares, using a survey on human resource/information technology managers in Malaysia. Statistical results show that dynamism and hostility influence the degree of implementation of BPM. The extent of BPM also has an impact on organization performance. The model can be used by organizations to assess their level of BPM success depending on specific environmental characteristics. This research also contributes to understanding an environment–BPM–performance interface in a developing economy, not previously examined.

A business process outsourcing framework based on business process management and knowledge management

PurposeNowadays, outsourcing has proved to be an enterprise management strategy in the face of globalization and growing competition. The decision to outsource a business process for any organization has far‐reaching consequences and risks. The purpose of this paper is to analyse the impact of business process management (BPM) and knowledge management (KM) on reduction of outsourcing risks and pitfalls.Design/methodology/approachOutsourcing models and frameworks are reviewed to find the main risks in outsourcing. One of the most important groups of risks is emergent KM issues arising from widespread outsourcing. A strategic KM approach can reduce this risk. Communication and coordination difficulties between outsourcing partners is another group of risks that could be decreased by using the BPM approach in organizations. Then the contribution of a business process outsourcing (BPO) framework based on BPM and KM lifecycles is tested.FindingsThe paper finds that BPM and KM could reduce risks of outsourcing and enable a BPO lifecycle.Practical implicationsA contemporary case of IEI Company's outsourcing practices with one of its subsidiaries, Irancell, is discussed as an illustrative example.Originality/valueThe paper demystifies BPM and KM could enable BPO via coordinating BPM, KM, and BPO lifecycles.

The influence of business process management and some other CSFs on successful ERP implementation

PurposeEnterprise resource planning (ERP) systems have become imperative for companies in order to be competitive in a turbulent and highly competitive business environment. Unfortunately, the success rate of ERP implementations is very low, which was cited in many researches and a majority of authors have reported up to 90 percent failure rate. Therefore, new empirical studies are more than necessary to validate companies' contributions to the increase of the success rate of ERP implementation, which was the primary reason for this investigation. The main goal of this paper is to stress the impact of business process management (BPM) and some other critical success factors (CSFs) on successful ERP implementations.Design/methodology/approachThe paper details an empirical investigation combined with a confirmatory approach using structural equation modeling.FindingsThe hypotheses confirm the impact of top management support, change management, and BPM on successful ERP implementation. These factors have a positive impact on successful ERP implementation and should be treated as very important in ERP systems implementation projects. The results also support the importance of top management perception (MP): if they consider BPM as a basis of business change, this contributes to a strong and positive influence on successful ERP implementation.Research limitations/implicationsOther CSFs, also required for successful ERP implementations are not covered in this paper. The sample of companies used in this study is limited only to one country, and the aspect of chief information officers (CIOs) should not be omitted either, because other CIOs might have answered the questionnaire in a different way.Practical implicationsCompanies should treat BPM as a basis of business change and therefore increase its usage in order to increase a possibility for a successful ERP implementation. Although the ERP implementation is not the most efficient per se, its effectiveness on business performance can be greater.Originality/valueContributions of the paper are important for both practitioners and researchers. The paper will provide a very few specific factors and findings which are useful for companies when planning to implement ERP systems, and should not be omitted. From theoretical standpoints the most CSFs in ERP implementations can be combined, which are dispersed in the literature, and thus facilitate or somehow even stimulate other researchers in further investigations of those factors, which are still not defined enough or investigated.

Successful Implementation of Integrated Ealth Information Systems: The Role And Impact of Business Process Management

These instructions give you guidelines for preparing papers for the International Journal of Computer Theory and Engineering (IJCTE). Use this document as a template if you are using Microsoft Word 6.0 or later. Otherwise, use this document as an instruction set. The electronic file of your paper will be formatted further at International Journal of Computer Theory and Engineering. Define all symbols used in the abstract. Do not cite references in the abstract. Do not delete the blank line immediately above the abstract; it sets the footnote at the bottom of this column.

The role and impact of business process management in enterprise systems implementation

PurposeThe purpose of this paper is to investigate the role and impact of business process management (BPM) in successful enterprises system (ES) software package implementation.Design/methodology/approachA literature review was conducted to understand the critical success factors in successful ES implementation. The review covered numerous published books and articles, and looking at the experiences of several organizations.FindingsES is far from being an IT project, and is more of an integrated organizational development approach that changes the way organizations do business, and the way work is done. Consequently, to implement ES successfully, organizations must treat it like a change management project and focus on an integrated approach of BPM.Originality/valueThis paper addresses the role and impact of BPM in successful ES implementation to improve the experience of many organizations that are undertaking or plan to undertake this effort to improve performance, undertake better decision making, and achieve a competitive advantage.

Customer satisfaction and service quality in UK financial services

PurposeThe paper seeks to evaluate the drivers of customer satisfaction (CS), specifically exploring the impact of business process management (BPM) on service quality and CS.Design/methodology/approachA longitudinal case study uses quantitative and qualitative data to test six propositions derived from current literature.FindingsAnalysis confirms the role of staff satisfaction and service quality as key drivers of CS, suggested in the service profit chain, but proposes a more complex set of relationships. Technical service quality (TSQ) is found to play a critical role in determining CS and a strong causal link is found between TSQ and BPM.Research limitations/implicationsFindings are based on a single case, in a fast‐changing sector.Practical implicationsFindings suggest that managers should focus on TSQ as a priority. End‐to‐end BPM is identified as a key enabler of TSQ.Originality/valueThe research challenges the adequacy of the service profit chain and the emphasis on soft factors evident in much of the existing marketing and service operations literature. In examining the drivers of CS, this research offers an alternative perspective which places BPM at the centre of the debate.