Posted Content•
The Critical Success Factors of Business Process Management
TL;DR: The paper proposes an underlying theoretical framework with the utilization of three theories: contingency, dynamic capabilities and task-technology fit that is used to identify critical success factors on a case study from the banking sector.
Abstract: Although business process management (‘BPM’) is a popular concept, it has not yet been properly theoretically grounded. This leads to problems in identifying both generic and case specific critical success factors of BPM programs. The paper proposes an underlying theoretical framework with the utilization of three theories: contingency, dynamic capabilities and task technology fit. The main premise is that primarily the fit between the business environment and business processes is needed. Then both continuous improvement and the proper fit between business process tasks and information systems must exist. The underlying theory is used to identify critical success factors on a case study from the banking sector.
Citations
More filters
TL;DR: In this article, the authors make the case for integrating two industrial waves that promise to re-shape current patterns of production and consumption: Industry 4.0 and environmentally-sustainable manufacturing.
561 citations
TL;DR: BPM maturity models provide limited guidance for identifying desirable maturity levels and for implementing improvement measures, and the design principles for a prescriptive use are hardly met.
Abstract: 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...
429 citations
Posted Content•
TL;DR: The findings suggest the existence of a statistically significant relationship between analytical capabilities and performance and the moderation effect of information systems support is considerably stronger than the effect of business process orientation.
Abstract: The paper investigates the relationship between analytical capabilities in the plan, source, make and deliver area of the supply chain and its performance using information system support and business process orientation as moderators. Structural equation modeling employs a sample of 310 companies from different industries from the USA, Europe, Canada, Brazil and China. The findings suggest the existence of a statistically significant relationship between analytical capabilities and performance. The moderation effect of information systems support is considerably stronger than the effect of business process orientation. The results provide a better understanding of the areas where the impact of business analytics may be the strongest.
391 citations
Cites background from "The Critical Success Factors of Bus..."
...Further, BPM is a relatively broad term [77] and can be perceived differently by different respondents....
[...]
TL;DR: A methodology to evaluate BPM implementation critical success factors (CSFs) that can aid project managers make proper BPM investment strategies and insights into the application of the technique are presented.
344 citations
TL;DR: In this article, a survey asked 432 practitioners from 83 factories belonging to two multinational companies for their opinions about what managers should do to ensure the success of the factory-level implementation of lean production.
Abstract: To facilitate the implementation of lean production, practitioners and researchers have suggested an array of critical success factors (CSFs). However, despite a broad consensus about what needs to be done, companies still struggle to implement lean. Contingency theory posits the explanation that the common advice is not universal but is instead contingent on the situation. This paper investigates how contingency variables influence what practitioners see as success factors for implementing lean. A survey asked 432 practitioners from 83 factories belonging to two multinational companies for their opinions about what managers should do to ensure the success of the factory-level implementation of lean production. The survey responses were grouped into general success factors, which were then tested for differences across four contingency variables: corporation, factory size, stage of lean implementation and national culture. In general, the analysis supports a generic list of CSFs, but with some minor excep...
257 citations
Cites background from "The Critical Success Factors of Bus..."
...…and Frolick 1995; Yusof and Aspinwall 1999; Dayton 2001; Motwani 2001; Sila and Ebrahimpour 2003; Taylor and Wright 2003; Wali, Deshmukh, and Gupta 2003; Black 2007; Ahuja and Khamba 2008; Schroeder et al. 2008; Trkman 2010; Brun 2011; Manville et al. 2012; Bortolotti, Boscari, and Danese 2015)....
[...]
References
More filters
Book•
01 Oct 1984
TL;DR: In this article, buku ini mencakup lebih dari 50 studi kasus, memberikan perhatian untuk analisis kuantitatif, membahas lebah lengkap penggunaan desain metode campuran penelitian, and termasuk wawasan metodologi baru.
Abstract: Buku ini menyediakan sebuah portal lengkap untuk dunia penelitian studi kasus, buku ini menawarkan cakupan yang luas dari desain dan penggunaan metode studi kasus sebagai alat penelitian yang valid. Dalam buku ini mencakup lebih dari 50 studi kasus, memberikan perhatian untuk analisis kuantitatif, membahas lebih lengkap penggunaan desain metode campuran penelitian, dan termasuk wawasan metodologi baru.
78,012 citations
01 Feb 2009
TL;DR: In this paper, the authors describe the process of inducting theory using case studies from specifying the research questions to reaching closure, which is a process similar to hypothesis-testing research.
Abstract: Building Theories From Case Study Research - This paper describes the process of inducting theory using case studies from specifying the research questions to reaching closure. Some features of the process, such as problem definition and construct validation, are similar to hypothesis-testing research. Others, such as within-case analysis and replication logic, are unique to the inductive, case-oriented process. Overall, the process described here is highly iterative and tightly linked to data. This research approach is especially appropriate in new topic areas. The resultant theory is often novel, testable, and empirically valid. Finally, framebreaking insights, the tests of good theory (e.g., parsimony, logical coherence), and convincing grounding in the evidence are the key criteria for evaluating this type of research.
40,005 citations
TL;DR: In this paper, the authors draw on the social and behavioral sciences in an endeavor to specify the nature and microfoundations of the capabilities necessary to sustain superior enterprise performance in an open economy with rapid innovation and globally dispersed sources of invention, innovation, and manufacturing capability.
Abstract: This paper draws on the social and behavioral sciences in an endeavor to specify the nature and microfoundations of the capabilities necessary to sustain superior enterprise performance in an open economy with rapid innovation and globally dispersed sources of invention, innovation, and manufacturing capability. Dynamic capabilities enable business enterprises to create, deploy, and protect the intangible assets that support superior long- run business performance. The microfoundations of dynamic capabilities—the distinct skills, processes, procedures, organizational structures, decision rules, and disciplines—which undergird enterprise-level sensing, seizing, and reconfiguring capacities are difficult to develop and deploy. Enterprises with strong dynamic capabilities are intensely entrepreneurial. They not only adapt to business ecosystems, but also shape them through innovation and through collaboration with other enterprises, entities, and institutions. The framework advanced can help scholars understand the foundations of long-run enterprise success while helping managers delineate relevant strategic considerations and the priorities they must adopt to enhance enterprise performance and escape the zero profit tendency associated with operating in markets open to global competition. Copyright 2007 John Wiley & Sons, Ltd.
9,400 citations
"The Critical Success Factors of Bus..." refers background in this paper
...An important aspect is the identification of difficult-to-imitate nternal and external competencies most likely to support valuble products and services (Teece, 2007)....
[...]
...An important aspect is the identification of difficult-to-imitate internal and external competencies most likely to support valuable products and services (Teece, 2007)....
[...]
TL;DR: This research highlights the importance of the fit between technologies and users' tasks in achieving individual performance impacts from information technology and suggests that task-technology fit when decomposed into its more detailed components, could be the basis for a strong diagnostic tool to evaluate whether information systems and services in a given organization are meeting user needs.
Abstract: A key concern in Information Systems (IS) research has been to better understand the linkage between information systems and individual performance. The research reported in this study has two primary objectives: (1) to propose a comprehensive theoretical model that incorporates valuable insights from two complementary streams of research, and (2) to empirically test the core of the model. At the heart of the new model is the assertion that for an information technology to have a positive impact on individual performance, the technology: (1) must be utilized and (2) must be a good fit with the tasks it supports. This new model is moderately supported by an analysis of data from over 600 individuals in two companies. This research highlights the importance of the fit between technologies and users' tasks in achieving individual performance impacts from information technology. It also suggests that task-technology fit when decomposed into its more detailed components, could be the basis for a strong diagnostic tool to evaluate whether information systems and services in a given organization are meeting user needs.
4,809 citations
TL;DR: In this paper, the strategic substance of capabilities involves patterning of activity, and that costly investments are typically required to create and sustain such patterning, for example, in product development, and whether higher-order capabilities are created or not depends on the costs and benefits of the investments relative to ad hoc problem solving.
Abstract: Defining ordinary or ‘zero-level’ capabilities as those that permit a firm to ‘make a living’ in the short term, one can define dynamic capabilities as those that operate to extend, modify or create ordinary capabilities. Logically, one can then proceed to elaborate a hierarchy of higher-order capabilities. However, it is argued here that the strategic substance of capabilities involves patterning of activity, and that costly investments are typically required to create and sustain such patterning—for example, in product development. Firms can accomplish change without reliance on dynamic capability, by means here termed ‘ad hoc problem solving.’ Whether higher-order capabilities are created or not depends on the costs and benefits of the investments relative to ad hoc problem solving, and so does the ‘level of the game’ at which strategic competition effectively occurs. Copyright © 2003 John Wiley & Sons, Ltd.
4,393 citations