Business Process Management Journal

Fiorentino, Raffaele

doi: 10.1108/BPMJ-06-2015-0087pmid: N/A

PurposeThe purpose of this paper is to advance a firm boundary perspective of operations strategy linking strategic management and business process management.Design/methodology/approachRelevant operations strategy, business process management and boundary perspective literature is reviewed and critically assessed in order to advance a firm boundary-based approach to operations strategy. Within this perspective, a multi-disciplinary and cross-functional framework is provided with the objective of supporting the process of operations strategy formulation and implementation.FindingsThe boundary perspective has the potential to inform a wide range of operations strategies. Strategic management of operations should be increasingly based on boundary operations. The proposed framework clarifies that the adoption of a spanning boundary perspective should improve the operations strategy process and content.Practical implicationsThis paper offers implications of interest to managers, noting that the adoption of a new perspective in operations strategy should contribute to innovation in operations strategy development and implementation. Specifically, the framework suggests models and tools useful to support the spanning boundary perspective.Originality/valueThis paper allows operations and process management scholars to focus on key phenomena, such as boundary management. At the same time, the framework responds to the needs of managers who are engaged in operations management for a new perspective that can assist in the strategic management of operations.

Kundu, Goutam Kumar; Bairi, Jayachandra

doi: 10.1108/BPMJ-12-2014-0125pmid: N/A

PurposeThe purpose of this paper is to develop a process model, focusing on the detailed analysis of the requirement of the Association to Advance Collegiate Schools of Business (AACSB) standards related to Participants area, for implementation in a business school setting.Design/methodology/approachThe paper presents an articulated procedure for the development of the process model. The study adopted a three-step approach for developing the process model.FindingsThe process model has provided a systemic approach to process design and implementation of AACSB accreditation standards related to Participants area in a business school environment. The process model was developed and applied over the course of systematic reviews in a business school setting.Research limitations/implicationsThe present study has developed the process model catering to the requirements of the AACSB standards related to Participants area only. In the near future, the authors intend to develop processes for the remaining areas of AACSB standards.Originality/valueThe present work attempts to develop a process model to meet the requirements of the standards related to Participants area. Academic institutions can benefit from the process model whether they are planning to implement AACSB standards for accreditation or are interested in changing their current processes following AACSB standards.

Nadarajah, Devika; Syed A. Kadir, Sharifah Latifah

doi: 10.1108/BPMJ-01-2014-0001pmid: N/A

PurposePast research examining Business Process Management (BPM) mainly focussed on either process alignment, business process orientation (BPO) or process improvement initiative (PII) constructs. However, based on the definition of BPM by Zairi (1997) and Lee and Dale (1998), BPM comprises all the elements of process alignment, BPO and PII. Hence, the purpose of this paper is to present a total view of measuring BPM through combining BPO and PIIs.Design/methodology/approachQuantitative research technique was applied for this study. The study was carried out in Malaysia. Close-ended survey instrument was administered to a large number of organisations.FindingsThe findings revealed that the elements of BPM cover both process management as well as process improvements.Originality/valueThe findings from this study is important for practitioners to regard continuous improvement as a component of BPM practice.

Gębczyńska, Alicja

doi: 10.1108/BPMJ-01-2016-0004pmid: N/A

PurposeThe purpose of this paper is to verify the extent to which corporate strategy is reflected in lower managerial levels, and problem addressed by the author has been analysed with reference to a functional as well as a process-oriented system.Design/methodology/approachThis paper is empirical in nature, as it refers to results of a survey conducted in 30 Polish enterprises. The author’s attention has been focussed on identification and analysis of the actions comprising implementation of a strategy on different levels of management, with particular consideration of the process level.FindingsBased on the measurements undertaken by the author, it was established which methods were most frequently applied for the sake of strategy implementation, the existing barriers were highlighted and the correctness of the strategy deployment on the strategic, the tactical and the operating level was assessed. It was also assessed to what extent the strategy becomes reflected on the level of key processes.Research limitations/implicationsThe results obtained are, in the first instance, legitimate with regard to large and medium-size organisations, and second, to businesses which have matured in the scope of strategic management and process management.Practical implicationsThe practical aspects addressed by the author are linked with identification of the most problematic obstacles encountered in strategy implementation as well as the solutions proposed for their elimination.Originality/valueThe paper provides an innovative solution for studying the degree of successful strategy implementation in a functional as well as a process-oriented system. The research results presented in the paper are up-to-date and reflect the latest trends observed in the enterprises examined.

Nicholds, Boyd A.; Mo, John P.T.

doi: 10.1108/BPMJ-09-2015-0129pmid: N/A

PurposeThe research indicates there is a positive link between the improvement capability of an organisation and the intensity of effort applied to a business process improvement (BPI) project or initiative. While a degree of stochastic variation in applied effort to any particular improvement project may be expected there is a clear need to quantify the causal relationship, to assist management decision, and to enhance the chance of achieving and sustaining the expected improvement targets. The paper aims to discuss these issues.Design/methodology/approachThe paper presents a method to obtain the function that estimates the range of applicable effort an organisation can expect to be able to apply based on their current improvement capability. The method used analysed published data as well as regression analysis of new data points obtained from completed process improvement projects.FindingsThe level of effort available to be applied to a process improvement project can be expressed as a regression function expressing the possible range of achievable BPI performance within 90 per cent confidence limits.Research limitations/implicationsThe data set applied by this research is limited due to constraints during the research project. A more accurate function can be obtained with more industry data.Practical implicationsWhen the described function is combined with a separate non-linear function of performance gain vs effort a model of performance gain for a process improvement project as a function of organisational improvement capability is obtained. The probability of success in achieving performance targets may be estimated for a process improvement project.Originality/valueThe method developed in this research is novel and unique and has the potential to be applied to assessing an organisation’s capability to manage change.

Hakim, Amin; Gheitasi, Majid; Soltani, Farzad

doi: 10.1108/BPMJ-05-2015-0057pmid: N/A

PurposeThe purpose of this paper is to present a methodology to assist enterprise decision makers (DMs) to select from a number of processes during Business Process Reengineering (BPR) according to organizational objectives. Indeed, after the identification and classification of process and illustration of the organizational objectives and criteria, the effect of each process on each objective and criterion is calculated to select the most appropriate processes for reengineering purposes.Design/methodology/approachThe proposed methodology uses fuzzy quality function deployment (QFD) technique to convert the qualitative data (DM’s opinion) to quantitative ones and then calculates the effects of each process on the organizational objectives and criteria. Then, by using the result of fuzzy QFD, the amount of satisfaction of each process according to each criterion is calculated. By combining this data with other effective variables in BPR projects such as “cost” and “time,” a multi-objective goal programming (GP) model is formulated and solved to identify the most appropriate business processes.FindingsIn fact, a quantitative model is presented in which fuzzy QFD and GP methods are combined to help DMs to adopt an appropriate strategy for implementing BPR projects successfully by selecting proper processes for reengineering purposes. In addition, the presented model uses both qualitative and quantitative data and turns them into quantitative ones. An example is also provided to show how the model works.Research limitations/implicationsFollowing this investigation, other researchers could able to complete the model with more dynamic and local variables to enhance the accuracy of the model.Practical implicationsThe introduced model will support organizations and managers to select appropriate processes for BPR; so in practice, the mentioned projects will be more efficient and successful.Originality/valueThe paper study is essential for organizations, because the presented decision-making model is based on fuzzy QFD and GP methods that enable the enterprises to select the business processes during the BPR projects easily. In this paper, a GP model is presented to create a balance between organizational satisfaction level and cost and time of implementing BPR projects considering organizational constraints. The proposed model was applied to a real case and the authors showed that it is an easy-to-use, valid, and powerful tool for implementing BPR projects.

Monteiro de Castro, Marcela Lage; Reis Neto, Mário Teixeira; Ferreira, Cláudia Aparecida Avelar; Gomes, Jorge Filipe da Silva

doi: 10.1108/BPMJ-09-2015-0132pmid: N/A

PurposeThe purpose of this paper is to investigate how construct values, motivation, commitment, performance and reward are associated with professionals from different countries, from the framework of a hypothetical structural model.Design/methodology/approachThe survey was cross-sectional, descriptive and quantitative. The sample of individuals corresponding to three different countries, with information collected from a sample of 406 respondents, and from a convenience sample of two companies, one company in the oil and gas sector, surveyed in Mexico and the USA, and the other company in the electronics industry, researched in Brazil.FindingsThus, the association of the construct values with motivation in Mexico, demonstrated a better balance of the proposed hypothetical structural model. The study identified six groups (clusters) of different individuals according to values, and also, its associative relationship according to the variables of the proposed hypothetical structural model. The identification of each cluster was possible, according to the variables of the hypothetical structural model, and the groups with greater proximity between Mexico and USA were very similar, mostly because US companies have many Mexicans in their staff.Research limitations/implicationsTherefore, it is understood that the approach used in this work could eventually be replicated in other regions to seek confirmations and/or contradictions of the results, contributing to future studies to relate such constructs.Practical implicationsIt is expected that this work can stimulate others that aim to explore the hypothetical structural model in more countries or organizations in order to understand the influence of the constructs in or ganizational management, enabling people management area to be more effective in conducting relevant management processes for each organization.Originality/valueThe proposed model has shown that organizational management allowed the verification of the association between constructs motivation, commitment, performance and reward, excluding the construct values.

C.V., Sunil Kumar; Routroy, Srikanta

doi: 10.1108/BPMJ-10-2015-0135pmid: N/A

PurposeThe purpose of this paper is to identify, rank, classify and establish the structural relationships between the preferred customer enablers (PCEs). This analysis would assist a manufacturer in selectively exercising the PCEs and effectively run-through the concept of reverse marketing in the buyer-supplier relationships.Design/methodology/approachIn the current study, the interpretive structure modelling and Fuzzy Matriced’ Impacts Croisés Appliquée á un Classement methods are used to analyze and structurally relate the PCEs for Indian automotive component manufacturing industry. Furthermore, the structural relationships among the PCEs were confirmed by applying a Student’s t-test.FindingsThe classification of PCEs through driver dependence diagrams, structural digraphs of PCEs and statistical significance of the relationships between the PCEs are the main outcomes of this study. Further, certain PCEs (under supplier interest and common interest domains) were recommended in the Indian manufacturing environment to broadly control and monitor for achieving the preferred customer status (PCS).Research limitations/implicationsThe current study provides certain basis for a manufacturer to selectively emphasize and monitor the right PCEs and in turn effectively achieve the PCS from its key suppliers. The findings from the current analysis are more applicable in the context of Indian automotive component manufacturing industry.Practical implicationsThe outcomes from the methodology would provide a basis for a manufacturer to develop the right strategies to become a preferred supply chain partner.Originality/valueEven though the concept of PCS or reverse marketing can make remarkable impact on the business practices, it has been an ignored topic of research and its practice has been passively prophesied. In this regard, the current study could be a worthy addition toward the practice of preferred customer concept.

Chevallier, Christine; Laarraf, Zouhair; Lacam, Jean Sébastien; Miloudi, Anthony; Salvetat, David

doi: 10.1108/BPMJ-11-2015-0161pmid: N/A

PurposeCompetitive intelligence (CI) includes all the information and knowledge in a business. It enables the creation, perpetuation and transmission of knowledge coming from markets and corporate stakeholders. Therefore, it seems appropriate to consider the following question: what are the levers of a CI process on knowledge management in a coopetitive context? The paper aims to discuss this issue.Design/methodology/approachTo answer this question, the authors conducted an empirical study with a sample of 153 high-tech firms in Europe.FindingsThe results identify four business groups according to levels of monitoring and cooperation between firms, and three types of supervision in business networks.Originality/valueThis paper brings together the concepts of knowledge management and CI within firms that have adopted a coopetitive behaviour.

Rahimi, Fatemeh; Møller, Charles; Hvam, Lars

doi: 10.1108/BPMJ-12-2015-0180pmid: N/A

PurposeThe purpose of this paper is to explore the fit between process standardization and international management strategy of multinational corporations (MNCs) by assessing the compatibility between process standardization and corporate structural characteristics in terms of asset configuration and headquarters-subsidiary relationships.Design/methodology/approachFirst, after a literature review on MNCs’ strategy and process standardization, the study suggests two propositions on the fit between corporate international management strategy and process standardization. Second, to empirically examine the propositions, the study investigates the outcome of process standardization in three cases with different strategic and structural contexts. Third, using the propositions and empirical findings, the study proposes a framework for aligning process standardization with MNCs’ structural characteristics.FindingsProcess standardization has a higher degree of fit in MNCs pursuing global integration where process standardization parallels the need for coordinating interdependencies in the functional structure, and is consistent with the headquarters’ operational control over the subsidiaries. Process standardization has a lower degree of fit in MNCs seeking local responsiveness as process standardization disturbs the financial control relationship between the headquarters and subsidiaries and is less crucial for coordination as the subsidiaries contain the necessary coordination mechanisms.Originality/valueThe study provides in-depth understanding of how the international management strategy and consequent structural characteristics of MNCs affects process standardization in the course of a global enterprise resource planning implementation. The study proposes conditions of fit for aligning process standardization with asset configuration and headquarters-subsidiary relationships of an MNC.