Business Process Management Journal: Volume 24 Issue 5

Emerging perspectives on business process management (BPM): IT-based processes and ambidextrous organizations, theory and practice

Manlio Del Giudice, Pedro Soto-Acosta, Elias Carayannis, Veronica Scuotto

Ambidextrous IT capabilities and business process performance: an empirical analysis

Alberto Ferraris, Filippo Monge, Jens Mueller

In several studies, it has been found that organizational performance is affected by ambidextrous IT capabilities. Nevertheless, business processes are essential to the value…

Ambidextrous organization and agility in big data era: The role of business process management systems

Riccardo Rialti, Giacomo Marzi, Mario Silic, Cristiano Ciappei

The purpose of this paper is to explore the effect of big data analytics-capable business process management systems (BDA-capable BPMS) on ambidextrous organizations’ agility. In…

Big data for big pharma: Harmonizing business process management to enhance ambidexterity

Giuseppe Festa, Imen Safraou, Maria Teresa Cuomo, Ludovico Solima

Big pharma, which comprise the most important companies in the pharmaceutical sector, are ambidextrous organizations by nature. Big data can heavily influence this characteristic…

The effect of digital technologies adoption in healthcare industry: a case based analysis

Elena Laurenza, Michele Quintano, Francesco Schiavone, Demetris Vrontis

The purpose of this paper is to contribute to the extant literature regarding the exploitation of digital technologies by illustrating how this type of IT can influence business…

Business Process Management (BPM): How complementary BPM capabilities can build an ambidextrous state in business process activities of family firms

Elisa Giacosa, Alberto Mazzoleni, Antonio Usai

Although Business Process Management (BPM) is a critical issue and small- and medium-sized family firms (SMFFs) frequently adopt process organization, very little literature…

The role of big data in shaping ambidextrous business process management: Case studies from the service industry

Luca Dezi, Gabriele Santoro, Heger Gabteni, Anna Claudia Pellicelli

The purpose of this paper is to explore how big data can shape ambidextrous business process management (BPM) in terms of exploitation and exploration.

The indirect effects of performance measurement system and organizational ambidexterity on performance

Elizandra Severgnini, Valter Afonso Vieira, Edwin Vladimir Cardoza Galdamez

Performance measurement systems (PMSs) have long been used for monitoring and improving administrative performance. In parallel, organizational ambidexterity refers to firms that…

Managing the exploration-exploitation paradox in healthcare: Three complementary paths to leverage on the digital transformation

Luca Gastaldi, Francesco Paolo Appio, Mariano Corso, Andrea Pistorio

The purpose of this paper is to understand how digital technologies can help healthcare organisations and improve the exploration-exploitation paradox over time. The authors…

Impact of enterprise mobile system implementation on organizational ambidexterity mediated through BPM customizability

Praveen Choudhary, Monika Mital, Ashis Kumar Pani, Armando Papa, Francesca Vicentini

The purpose of this paper is to examine how organizational workers improve their perceived mobile user experience (UX) locus of control affected through organizational…

Capital structure and business process management: evidence from ambidextrous organizations

Nicola Miglietta, Enrico Battisti, Elias Carayannis, Antonio Salvi

The purpose of this paper is to investigate the relationship between capital structure and business process management (BPM) within ambidextrous firms. In particular, referring to…

The influence of production, IT, and logistics process innovations on ambidexterity performance

Lorenzo Ardito, Ekaterina Besson, Antonio Messeni Petruzzelli, Gian Luca Gregori

The purpose of this paper is to elucidate the relationship between three types of process innovations (i.e. innovation in production, IT, and logistics processes) and…