Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

An examination of associations between business process management capabilities and the benefits of digitalization: all capabilities are not equal

An examination of associations between business process management capabilities and the benefits... While organizations have learned to understand the importance of developing business process management (BPM) capabilities, digitalization now transforms business processes, and introduces new challenges. Extending prior research examining the value of BPM capabilities in organizations, this study examines the associations of BPM capabilities across direct and indirect digitalization benefits.Design/methodology/approachDrawing from the capabilities perspective of strategic management, the dynamic versus ordinary classification was used to classify eight BPM capabilities. An empirical investigation of associations between the eight BPM capabilities and 20 digitalization benefits is presented based on data collected from 165 BPM professionals across four continents. Factor analyses were performed to verify the framework measures for BPM capabilities and digitalization benefits. The Kendall's tau-b (τb) correlation coefficient was used to measure the strength and direction of associations.FindingsOverall results confirm positive associations between BPM capabilities and digitalization benefits, but the relationship was less dominant for ordinary BPM capabilities and indirect benefits. Furthermore, relationships between individual BPM capabilities and specific digitalization benefits vary both across and within the categories.Practical implicationsThese findings support the moderate capability-based view that puts ordinary and dynamic capabilities on equal footing in dynamic environments, while also providing insight for managers focused on specific outcomes with digitalization efforts.Originality/valueThis study reveals that the strength of associations between BPM capabilities and digitalization benefits varies. This highlights the relevance of ordinary-dynamic and direct-indirect distinctions, and the value of a more fine-grained understanding to better inform practice. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Business Process Management Journal Emerald Publishing

An examination of associations between business process management capabilities and the benefits of digitalization: all capabilities are not equal

Download PDF
21 pages

Loading next page...
 
/lp/emerald-publishing/an-examination-of-associations-between-business-process-management-Nfgym0SA3g
Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1463-7154
DOI
10.1108/bpmj-02-2020-0079
Publisher site
See Article on Publisher Site

Abstract

While organizations have learned to understand the importance of developing business process management (BPM) capabilities, digitalization now transforms business processes, and introduces new challenges. Extending prior research examining the value of BPM capabilities in organizations, this study examines the associations of BPM capabilities across direct and indirect digitalization benefits.Design/methodology/approachDrawing from the capabilities perspective of strategic management, the dynamic versus ordinary classification was used to classify eight BPM capabilities. An empirical investigation of associations between the eight BPM capabilities and 20 digitalization benefits is presented based on data collected from 165 BPM professionals across four continents. Factor analyses were performed to verify the framework measures for BPM capabilities and digitalization benefits. The Kendall's tau-b (τb) correlation coefficient was used to measure the strength and direction of associations.FindingsOverall results confirm positive associations between BPM capabilities and digitalization benefits, but the relationship was less dominant for ordinary BPM capabilities and indirect benefits. Furthermore, relationships between individual BPM capabilities and specific digitalization benefits vary both across and within the categories.Practical implicationsThese findings support the moderate capability-based view that puts ordinary and dynamic capabilities on equal footing in dynamic environments, while also providing insight for managers focused on specific outcomes with digitalization efforts.Originality/valueThis study reveals that the strength of associations between BPM capabilities and digitalization benefits varies. This highlights the relevance of ordinary-dynamic and direct-indirect distinctions, and the value of a more fine-grained understanding to better inform practice.

Journal

Business Process Management Journal – Emerald Publishing

Published: Jan 25, 2021

Keywords: Dynamic capabilities; Business process management; BPM capabilities; Digital business transformation; Digitalization benefits; Ordinary capabilities

References

  • Identification of appropriate responsibilities and positions for business process management success: seeking a valid and reliable framework
    Antonucci, Y.L.; Goeke, R.J.
  • Implications of business process management for operations management
    Armistead, C.; Machin, S.
  • Strategic business process management for organisational effectiveness
    Armistead, C.G.; Pritchard, J.P.; Machin, S.
  • Major issues in business process management: an expert perspective
    Bandara, W.; Indulska, M.; Chong, S.; Sadiq, S.
  • Firm resources and sustained competitive advantage
    Barney, J.
  • Business process digitization, strategy, and the impact of firm age and size: the case of the magazine publishing industry
    BarNir, A.; Gallaugher, J.M.; Auger, P.
  • A resource-based perspective on information technology capability and firm performance: an empirical investigation
    Bharadwaj, A.S.
  • Digital business strategy: toward a next generation of insights
    Bharadwaj, A.; El Sawy, O.; Pavlou, P.; Venkatraman, N.
  • Differences in digitalization levels: a multivariate analysis studying the global digital divide
    Billon, M.; Lera-Lopez, F.; Marco, R.
  • A study of a measure of sampling adequacy for factor-analytic correlation matrices
    Cerny, B.A.; Kaiser, H.F.
  • Research note: how valuable are organizational capabilities
    Collis, D.J.
  • An information technology trilogy: business strategy, technological deployment and organizational performance
    Croteau, A.M.; Bergeron, F.
  • Using the Delphi technique to identify BPM capabilityareas
    de Bruin, T.; Rosemann, M.
  • Clarifying the conditions and limits of the contributions of ordinary and dynamic capabilities to relative firm performance
    Drnevich, P.L.; Kriauciunas, A.P.
  • Differences in business process management leadership and deployment: is there a connection to industry affiliation?
    Goeke, R.J.; Antonucci, Y.L.
  • Business process management: public sector implications
    Gulledge, T.R.; Sommer, R.A.
  • The process audit
    Hammer, M.
  • Common method bias in applied settings: the dilemma of researching in organizations
    Jordan, P.J.; Troth, A.C.
  • An index of factorial simplicity
    Kaiser, H.F.
  • Revisiting the role of the environment in the capabilities financial performance relationship: a meta-analysis
    Karna, A.; Richter, A.; Riesenkampff, E.
  • An exploration into future business process management capabilities in view of digitalization
    Kerpedzhiev, G.; König, U.; Röglinger, M.; Rosemann, M.
  • The process of process management: mastering the new normal in a digital world
    Kirchmer, M.; Shishkov, B.
  • Business process management in a digital world – trends and predictions
    Kirchmer, M.
  • Measuring digitalization–key metrics
    Kotarba, M.
  • Business process digitalization and new product development: an empirical study of small and medium-sized manufacturers
    Li, J.; Merenda, M.; Venkatachalam, A.R.
  • A conceptual framework and classification of capability areas for business process maturity
    Looy, A.V.; Backer, M.D.; Poels, G.
  • A global investigation of key turning points in business process maturity
    McCormack, K.; Willems, J.; Van den Bergh, J.; Deschoolmeester, D.; Willaert, P.; Štemberger, M.I.; Trkman, P.; Ladeira, M.B.; de Oliveira, M.P.V.; Vuksic, V.B.; Vlahovic, N.
  • Digital strategy does not equal IT strategy
    McDonald, M.P.
  • Empirical research on the resource‐based view of the firm: an assessment and suggestions for future research
    Newbert, S.L.
  • Business process management capabilities in local governments: a multi-method study
    Niehaves, B.; Plattfaut, R.; Becker, J.
  • The relationship between technology adoption and strategy in business-to-business markets: the case of e-commerce
    Pires, G.D.; Aisbess, J.
  • Self-reports in organizational research: problems and prospects
    Podsakoff, P.M.; Organ, D.W.
  • Common method bias in behavioral research: a critical review of the literature and recommended remedies
    Podsakoff, P.M.; MacKenzie, S.B.; Lee, L.Y.; Podsakoff, N.P.
  • Sources of method bias in social science research and recommendations on how to control it
    Podsakoff, P.M.; MacKenzie, S.B.; Podsakoff, N.P.
  • How do we progress? An exploration of alternate explanations for BPM capability development
    Poeppelbuss, J.; Plattfaut, R.; Niehaves, B.
  • Business process management: lessons from European business
    Pritchard, J.P.; Armistead, C.
  • In search of competencies needed in BPM projects
    Ravesteyn, P.; Betenburg, R.; Waal, B.D.
  • Business Relationship Digitization: what do we need to know before embarking on such activities?
    Salo, J.
  • The process of business process management
    Scheer, A.W.; Brabänder, E.
  • Understanding business process management: implications for theory and practice
    Smart, P.A.; Maddern, H.; Maull, R.S.
  • How it creates business value: a process theory synthesis
    Soh, C.; Markus, M.L.; DeGross, J.I.; Ariav, G.; Beath, C.; Hoyer, R.; Kemerer, C.
  • Dynamic capabilities and strategic management
    Teece, D.J.; Pisano, G.; Shuen, A.
  • How small and medium size manufacturers use the internet for technology development
    Theyel, G.; Merenda, M.; Venkatachalam, A.R.
  • Digital infrastructures: the missing is research agenda
    Tilson, D.; Lyytinen, K.; Sørensen, C.
  • The critical success factors of business process management
    Trkman, P.
  • Understanding digital transformation: a review and a research agenda
    Vial, G.
  • Culture in business process management: a literature review
    Vom Brocke, J.; Sinnl, T.
  • The resource-based view and information systems research
    Wade, M.; Hulland, J.
  • Current practices in data warehousing
    Watson, H.J.; Annino, D.A.; Wixom, B.H.; Avery, K.L.; Rutherford, M.
  • A resource‐based view of the firm
    Wernerfelt, B.
  • Understanding dynamic capabilities
    Winter, S.G.
  • Business process management: a boundaryless approach to modern competitiveness
    Zairi, M.