Purpose – Maturity models are a prospering approach to improving a company's processes and business process management (BPM) capabilities. In fact, the number of corresponding maturity models is so high that practitioners and scholars run the risk of losing track. This paper therefore aims to provide a systematic in‐depth review of BPM maturity models.Design/methodology/approach – The paper follows the accepted research process for literature reviews. It analyzes a sample of ten BPM maturity models according to a framework of general design principles. The framework particularly focuses on the applicability and usefulness of maturity models.Findings – The analyzed maturity models sufficiently address basic design principles as well as principles for a descriptive purpose of use. The design principles for a prescriptive use, however, are hardly met. Thus, BPM maturity models provide limited guidance for identifying desirable maturity levels and for implementing improvement measures.Research limitations/imp...

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Maturity Models in Business Process Management

This paper presents a current, accessible, and overarching view of work system theory. WST is the core of an integrated body of theory that emerged from a long-term research project to develop a systems analysis and design method for business professionals called the work system method (WSM). After discussing WST’s basic premises and its two central frameworks, this paper summarizes the relationship between WST and WSM. It shows how experience with early versions of WSM led to three extensions of WST that addressed limitations-inuse in one of the central frameworks in WST. After comparisons with related theories, this paper closes with an evaluation of progress to date, new directions for research related to WST, and implications for the IS discipline. The two appendices summarize the long term research from which WST emerged and use a positioning map to show how WST is related to other topics in the IS discipline.

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Work System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future

Context The number of maturity models proposed in the area of Business Process Management (BPM) has increased considerably in the last decade. However, there are a number of challenges, such as the limited empirical studies on their validation and a limited extent of actionable properties of these models in guiding their application. These challenges hinder the widespread usage of the maturity models in the BPM field. Objective In order to better understand the state of the research on business process maturity models (BPMMs) and identify opportunities for future research, we conducted a systematic literature review. Method We searched the studies between the years 1990 and 2014 in established digital libraries to identify empirical studies of BPMMs by focusing on their development, validation, and application. We targeted studies on generic models proposed for business process maturity, business process management or orientation maturity, and selected 61 studies out of 2899 retrieved initially. Results We found that despite that many BPMMs were proposed in the last decade, the level of empirical evidence that reveals the validity and usefulness of these models is scarce. Conclusion The current state of research on BPM maturity is in its early phases, and academic literature lacks methodical applications of many mainstream BPMMs that have been proposed. Future research should be directed towards: (1) reconciling existing models with a strong emphasis on prescriptive properties, (2) conducting empirical studies to demonstrate the validity and usefulness of BPMMs, and (3) separating the assessment method used to evaluate the maturity level from the maturity model which acts as the reference framework for the assessment.

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Business process maturity models : A systematic literature review

Sustainability is becoming increasingly important in today's corporate world and can contribute to the current and future success of organizations Integrating ecological, social, and economic objectives into corporate decisions is a key success factor for transformation towards sustainability As sustainability is not achieved by single actions, but rather is an on-going process, decision-makers must have means to analyze the current state of an organization For this, we first illustrate how companies can structure the field of action for the transformation towards sustainability Further- more, we propose a decision model to determine how sustainability actions should be implemented in accordance with the paradigm of value-based management, ie, con- sidering their economic effects We illustrate the application of the approach using the example of a German medium-sized company Executive summary Recently, organizations have recognized sustainability as an emerging mega-trend and as an increasingly important strategic goal Its integration into the business model can be a key success factor, but also a challenge that requires a systematic approach In order to comprehensively steer corporate sustainability, with the aim of minimizing negative externalities while maximizing positive effects, companies first need to structure their processes to achieve transparency on where sustainability actions can be incorporated By furthermore considering the three dimensions of sus- tainability, possible starting points for sustainability actions can be identified These two perspectives are complemented by adapting the basic idea of stages of development and maturity to sustainability context, as a way to capture the progress of sustainability actions within each corporate activity The resulting ''Sustainability Maturity Cube'' serves as a blueprint, ie, a first generic approach, of how an organization can structure

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Business transformation towards sustainability

Purpose




In a world of ever-changing corporate environments and reduced product life cycles, most organizations cannot afford anymore to innovate on their own. Hence, they open their innovation processes to incorporate knowledge of external sources and to increase their innovation potential. As the shift toward open innovation (OI) is difficult and makes many initiatives fail, the question arises which capabilities organizations should develop to successfully implement OI. As the literature encompasses mature but isolated streams on OI capabilities, there is a need for an integrated capability framework. The paper aims to discuss these issues.




Design/methodology/approach




This paper proposes the open innovation capability framework (OICF) that compiles and structures capabilities relevant for implementing OI. The OICF covers the outside-in and coupled processes of OI. To integrate multiple streams of the OI literature, the OICF builds on a structured literature review. The OICF was also validated in a two-step review process with OI experts from academia and industry.




Findings




The OICF comprises 23 capability areas grouped along the factors such as strategic alignment, governance, methods, information technology, people, and culture. To analyze the existing body of knowledge on OI capabilities, the authors compare the OICF with other OI-related capability frameworks and compile a heatmap based on the results of the literature review. The authors also discuss the experts’ feedback on individual factors of the OICF as well as on interdependencies among these factors.




Practical implications




The OICF provides practitioners with a structured overview of the capabilities to consider when implementing OI. Based on the OICF, practitioners can define the scope of their OI initiatives. They can use the OICF as a foundation for prioritizing, selecting, and operationalizing capability areas as well as for deriving implementation roadmaps.




Originality/value




The OICF is the first framework to take a holistic perspective on OI capabilities. It integrates mature but isolated research streams of OI. It helps practitioners define the scope of OI initiatives and academics gain insights into the current state of the art on OI capabilities.

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What does it Take to Implement Open Innovation? Towards an Integrated Capability Framework

Despite the need for sustaining competitive advantage, scholars and practitioners struggle when deciding which organizational capabilities they should develop to what extent. Today, inconsistent recommendations bear the risk of misallocating corporate funds. Despite recent advances, further research needs to be conducted with respect to how uncertainty can be considered in capability development decisions and whether the cutting of capabilities is a feasible option. Against this background, we propose a conceptual framework for structuring capability development decisions. Due to the close relationship between capability development and business process management, the framework builds on process maturity models and the principles of value-based business process management. We also conduct an economic analysis to disclose general relationships that govern capability development based on process maturity models.

Capability development with process maturity models – Decision framework and economic analysis

Seit der Einfuhrung des Capability Maturity Models durch das Software Engineering Institute im Jahr 1991 haben sich Reifegradmodelle in zahlreichen Anwendungsdomanen etabliert, um den Entwicklungsstand einer bestimmten Klasse von Objekten zu erheben und Verbesserungsmasnahmen abzuleiten. Da die Verbesserung von Prozessen eine Hauptaufgabe des Prozessmanagements ist und seit Jahren eine Spitzenposition auf CIO-Agendas einnimmt, florieren Reifegradmodelle auch dort. Es besteht jedoch Unklarheit daruber, welche Reifegrade fur einzelne Prozesse bzw. Prozessgruppen anzustreben sind. Zahlreiche Unternehmen verfolgen eine Reifegraderhohung oder gar eine Reifegradmaximierung. In manchen Reifegradmodell-Spezifikationen wird zwar davon abgeraten, jedoch fehlen konkrete Empfehlungen. Auch die Wissenschaft bleibt eine Antwort schuldig. Vor diesem Hintergrund wird ein auf den Erkenntnissen der Wertorientierten Unternehmensfuhrung aufbauendes, mathematisches Optimierungsmodell vorgeschlagen, um allgemeine okonomische Zusammenhange der Prozessverbesserung mit Reifegradmodellen zu analysieren. Der handlungsleitende Charakter dieser Erkenntnisse wird am Beispiel von „CMMI for Services“ illustriert. Abschliesend werden die Ergebnisse kritisch reflektiert sowie Implikationen fur Forschung und Praxis herausgearbeitet.

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Prozessverbesserung mit Reifegradmodellen - Eine Analyse ökonomischer Zusammenhänge

Despite much IS research on customer relationship management (CRM) and respective (critical) success factors (SFs), CRM initiatives are still subject to high failure rates. One reason may be that many studies rather exclusively deal with a technological and project perspective and thus focus on CRM-related IT systems and their introduction. As a consequence, no holistic perspective on CRM in the sense of an integrated and IT-reliant work system is taken on. In addition, existing SFs are rather abstract and barely useful for practitioners. Thus, there is a research need for SFs that are concrete – which will be referred to as operational – and beyond IT. In order to attain preliminary knowledge, we conducted a descriptive single-case study within the German sales department of a global company from the electronics and electrical engineering industry. In the course of a two-stage data collection and analysis process, 56 sales managers of the two sales types “product sales” and “solution sales” were interviewed as regards organizational setting, sales process, and information requirements. As contribution, we propose rankings of operational and work system-related SFs, additional qualitative information, and differences between “product sales” and “solution sales”.

http://aisel.aisnet.org/cgi/viewcontent.cgi?article=1060&context=ecis2010

Operational and Work System-Related Success Factors for Customer Relationship Management in "Product Sales" and "Solution Sales" - a Descriptive Case Study.

Die kontinuierliche Prozessverbesserung stellt eine der Hauptaufgaben des Prozessmanagements dar. In der betrieblichen Praxis kommen hierfur vermehrt Reifegradmodelle zum Einsatz, die bei der Erhebung des Istzustandes und der Identifikation von Verbesserungspotenzial unterstutzen konnen. Unternehmen versprechen sich davon verschiedene Nutzenaspekte, wie z.B. Wettbewerbsvorteile, beachten jedoch oftmals Schwachstellen nicht, z.B. die mangelnde Ausrichtung an Unternehmenszielen. Basierend auf den Grundlagen von Reifegradmodellen werden im Folgenden Nutzenaspekte und Schwachstellen von Reifegradmodellen im Prozessmanagement im Allgemeinen und anhand eines Fallbeispiels aufgezeigt. Das Prozessmanagement sollte sich diese verdeutlichen und gegeneinander abwagen, um eine fundierte Entscheidung mit Blick auf die Einfuhrung eines Reifegradmodells treffen zu konnen.

Einsatz von Reifegradmodellen im Prozessmanagement

Aufgrund der in Forschung und Praxis anhaltenden Diskussion einer kundenwertorientierten Ausrichtung
 von Unternehmen, gewinnt die Bewertung und Steuerung von Kundenbeziehung immer mehr an Bedeutung. Dabei
 ist in den letzten Jahren eine Vielzahl an wissenschaftlichen Publikationen entstanden, die sich verstarkt
 dem Thema Kundenwert gewidmet haben. Eine in der Wissenschaft weit verbreitete zukunftsorientierte Bewertungsmethode
 stellt das Konzept des Customer Lifetime Value (CLV) dar. Fur die Ermittlung des CLV existieren nicht
 nur zahlreiche Modelle. Vielmehr kann der CLV als zentrale Steuerungsgrose Unternehmen bei der
 Beantwortung verschiedener unternehmerischer Fragestellungen unterstutzen. Vor diesem Hintergrund
 wird im vorliegenden Beitrag ein Uberblick uber den gegenwartigen Stand der CLV-Forschung
 gegeben. Als Erweiterung der existierenden Literatur werden Entwicklungspfade, Einsatzpotenziale und zukunftige
 Herausforderungen des CLV vorgestellt und diskutiert.

Nora Kamprath

Papers

Capability development with process maturity models – Decision framework and economic analysis

Prozessverbesserung mit Reifegradmodellen - Eine Analyse ökonomischer Zusammenhänge

Operational and Work System-Related Success Factors for Customer Relationship Management in "Product Sales" and "Solution Sales" - a Descriptive Case Study.

Einsatz von Reifegradmodellen im Prozessmanagement

Customer Lifetime Value: Entwicklungspfade, Einsatzpotenziale und Herausforderungen