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Article
Publication date: 19 December 2022

Ana Augusta Almeida de Souza Santos and Silvia Inês Dallavalle de Pádua

Start-ups can change the direction of a country's economy when they manage to remain in the market, as they are companies that generate innovation, income and employment. However…

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Abstract

Purpose

Start-ups can change the direction of a country's economy when they manage to remain in the market, as they are companies that generate innovation, income and employment. However, these are companies that need both favorable external conditions that guarantee their survival, and internal capacities for the development of a management that is able to consider the needs for change in the product or service and consolidate the business as a whole. Therefore, start-ups need to develop dynamic capabilities (DCs), which are achieved through the processes that direct, coordinate and formulate the strategies of the other processes. Therefore, adopting a management approach that enables the development of DCs is essential for the survival of start-ups. The business process management (BPM) approach becomes an appropriate option, since it identifies business processes to adapt organizational management to new market demands. It can be used to interpret the environment, to understand the organization internally and to transform; it is flexible to the needs and characteristics of each organization. Based on this, the objective of the study is to develop a BPM framework that operationalizes the development of DCs in start-ups.

Design/methodology/approach

The method used consisted of two case studies and analysis of documents and seven interviews. Two start-ups that underwent BPM promotion in 2018 and 2020 were selected. The start-ups are Brazilian and from the biotechnology sector. Interviews were conducted with the team that promoted BPM at start-ups and with members of the start-ups that participated in the promotion. The interviews followed a semi-structured script elaborated according to the authors of the literature review. Discourse analysis was used to identify excerpts from the statements that expressed the content of the questions. All interviews were recorded with the prior consent of the participants and later validated with them.

Findings

The BPM promotion framework for start-ups is divided into four steps: “frame BPM,” “understand BPM,” “enable BPM” and “continue BPM”. Nine principles constitute the promotion of BPM: (1) context consideration principle, (2) holistic, (3) simplicity, (4) involvement, (5) empowerment, (6) shared understanding, (7) purpose, (8) technological appropriation and (9) continuity. Promoting BPM in start-ups has developed dynamic entrepreneurial and networking capabilities.

Social implications

As for the contribution to society, scientific studies make it possible to structure tacit knowledge and give direction to human action based on assertive methods; thus, the scientific contribution on DCs and start-ups brings assertiveness to start-up managers and the entire chain they impact with their actions, which makes their performance more beneficial to society.

Originality/value

As for the contribution to the state-of-the-art, visualizing the principles in a practical way, through the application of the BPM promotion project in start-ups, made it possible to understand the BPM cycle in a less rigid and more fluid way. This format proved to be suitable for the start-ups in the case study, as it ensured that they learned both about how the approach works and about the advantages of using it in the management of start-ups, thus contributing to the development of these important organizations for the economy of different countries.

Details

Business Process Management Journal, vol. 29 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

Available. Open Access. Open Access
Article
Publication date: 2 October 2017

Ana Augusta Almeida Souza, Marlon Fernandes Rodrigues Alves, Nayele Macini, Luciana Oranges Cezarino and Lara Bartocci Liboni

This paper aims to identify the dynamic capabilities that foster organizational resilience towards sustainability.

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Abstract

Purpose

This paper aims to identify the dynamic capabilities that foster organizational resilience towards sustainability.

Design/methodology/approach

The study is a qualitative multi-case study with Brazilian manufacturers of different industries that provides an in-depth exploration of underlying dimensions towards resilience for sustainability.

Findings

The results indicate that to develop organizational resilience towards sustainability, both in theory and in practical terms, the actions required are long-term plans, regular meetings, benchmarking, communication between areas and distinct hierarchies, partnerships and eco-efficient actions. Regarding human aspects, the leader’s behaviour and shared culture are the means to encourage, educate and exemplify sustainability for all in the organization.

Research limitations/implications

The study has limitations in the form of a small sample size. The implications indicate a relationship between resilience and dynamic capability for sustainability. In other words, resilience develops organizational, human and technological capabilities for sustainability. Such results can improve the organizational strategy construction methods towards sustainability development.

Practical implications

The study has two practical implications for companies to continue working for sustainability. The first practical implication is the need to work the processes that are aimed at the exchange of information both internally and externally to the organization. It has been seen in managers’ speeches that creating ways to listen to employee suggestions could make important resource-saving discoveries and release waste. Another important source of information for improvement of operations is to listen to civil associations and industry and non-governmental organizations, as well as participate in events, lectures and discussion forums. The second practical implication is the need to work with the human side of the organization; sustainability needs to be a part of the worker’s daily life, and it needs to become common to them of the need to reflect on how to improve sustainability of processes for which they are responsible. To achieve this goal, companies need to work the pillar of cohesion resilience, emphasizing the behaviour of leaders (role models) and organizational culture.

Social implications

The comparative case analysis shows some practices that are able to induce good environment and provide social and organizational benefits, namely, long-term plans, regular meetings, benchmarking, communication between areas and distinct hierarchies, partnerships, eco-efficient actions, behaviour of leaders and shared culture among members of the organization. These practices are the means to encourage, educate and exemplify sustainability for all in the organization.

Originality/value

The originality of this paper is to bring together two streams of the literature, namely, resilience and dynamic capabilities, in the context of sustainability. Drawing on this approach, the study provides a new conceptual model with empirical evidence of key aspects of resilience for sustainability as an eco-capability.

Details

International Journal of Climate Change Strategies and Management, vol. 9 no. 5
Type: Research Article
ISSN: 1756-8692

Keywords

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