Search results

1 – 10 of 65
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Article
Publication date: 4 December 2018

Sarah Zelt, Jan Recker, Theresa Schmiedel and Jan vom Brocke

Many researchers and practitioners suggest a contingent instead of a “one size fits all” approach in business process management (BPM). The purpose of this paper is to offer a…

2883

Abstract

Purpose

Many researchers and practitioners suggest a contingent instead of a “one size fits all” approach in business process management (BPM). The purpose of this paper is to offer a contingency theory of BPM, which proposes contingency factors relevant to the successful management of business processes and that explains how and why these contingencies impact the relationships between process management and performance.

Design/methodology/approach

The authors develop the theory by drawing on organizational information processing theory (OIPT) and applying an information processing (IP) perspective to the process level.

Findings

The premise of the model is that the process management mechanisms such as documentation, standardization or monitoring must compensate for the uncertainty and equivocality of the nature of the process that has to be managed. In turn, managing through successful adaptation is a prerequisite for process performance.

Research limitations/implications

The theory provides a set of testable propositions that specify the relationship between process management mechanisms and process performance. The authors also discuss implications of the new theory for further theorizing and outline empirical research strategies that can be followed to enact, evaluate and extend the theory.

Practical implications

The theory developed in this paper allows an alternative way to describe organizational processes and supports the derivation of context-sensitive management approaches for process documentation, standardization, monitoring, execution and coordination.

Originality/value

The theoretical model is novel in that it provides a contextualized view on BPM that acknowledges different types of processes and suggests different mechanisms for managing these. The authors hope the paper serves as inspiration both for further theory development as well as to empirical studies that test, refute, support or otherwise augment the arguments.

Details

Business Process Management Journal, vol. 25 no. 6
Type: Research Article
ISSN: 1463-7154

Keywords

Access Restricted. View access options
Article
Publication date: 9 February 2010

Jan Recker

The business process modeling notation (BPMN) is an increasingly important standard for process modeling and has enjoyed high levels of attention in business practice. In this…

6054

Abstract

Purpose

The business process modeling notation (BPMN) is an increasingly important standard for process modeling and has enjoyed high levels of attention in business practice. In this paper, experiences are shared from several research projects investigating the uptake and user acceptance of BPMN by analysts world‐wide. This personal viewpoint aims to offer a number of implications for business process management (BPM) practice and seeks to stimulate and guide further research and other developments in this area.

Design/methodology/approach

This paper offers a personal viewpoint based on the experiences and findings gathered from survey research and interviews on the use of BPMN. While details on research execution are mostly omitted, references are provided to guide the interested reader to the methodology used in the original studies.

Findings

First, statistics are provided on the usage of BPMN by process modelers world‐wide. Amongst others, it is shown that the high interest in BPMN has created a massive demand for BPM education and training. Second, a number of usage problems related to the practice of process modeling with BPMN are described and suggestions are provided as to how organizations have developed workarounds for these problems. Third, it is suggested that BPMN is over‐engineered and more insights into practical usage are needed for future development.

Research limitations/implications

While being based on empirical research, a limitation of this paper is the lack of detail about research execution; however, references are provided. The paper offers a personal viewpoint on the state of current and future practice of process modeling and discusses a range of implications for future research.

Practical implications

The paper describes a number of commonly encountered pitfalls when modeling processes with BPMN. It also provides directions for the organizational implementation and future development of process modeling as well as implications for various BPMN stakeholders.

Originality/value

This viewpoint is derived from some of very few empirical studies on the usage of BPMN specifically and BPM standards generally.

Details

Business Process Management Journal, vol. 16 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

Access Restricted. View access options
Article
Publication date: 1 July 2014

Jan vom Brocke, Theresa Schmiedel, Jan Recker, Peter Trkman, Willem Mertens and Stijn Viaene

The purpose of this paper is to foster a common understanding of business process management (BPM) by proposing a set of ten principles that characterize BPM as a research domain…

14240

Abstract

Purpose

The purpose of this paper is to foster a common understanding of business process management (BPM) by proposing a set of ten principles that characterize BPM as a research domain and guide its successful use in organizational practice.

Design/methodology/approach

The identification and discussion of the principles reflects the viewpoint, which was informed by extant literature and focus groups, including 20 BPM experts from academia and practice.

Findings

The authors identify ten principles which represent a set of capabilities essential for mastering contemporary and future challenges in BPM. Their antonyms signify potential roadblocks and bad practices in BPM. The authors also identify a set of open research questions that can guide future BPM research.

Research limitations/implications

The findings suggest several areas of research regarding each of the identified principles of good BPM. Also, the principles themselves should be systematically and empirically examined in future studies.

Practical implications

The findings allow practitioners to comprehensively scope their BPM initiatives and provide a general guidance for BPM implementation. Moreover, the principles may also serve to tackle contemporary issues in other management areas.

Originality/value

This is the first paper that distills principles of BPM in the sense of both good and bad practice recommendations. The value of the principles lies in providing normative advice to practitioners as well as in identifying open research areas for academia, thereby extending the reach and richness of BPM beyond its traditional frontiers.

Details

Business Process Management Journal, vol. 20 no. 4
Type: Research Article
ISSN: 1463-7154

Keywords

Access Restricted. View access options
Article
Publication date: 20 April 2010

Jan vom Brocke, Jan Recker and Jan Mendling

Financial information about costs and return on investments are of key importance to strategic decision making but also in the context of process improvement or business…

3894

Abstract

Purpose

Financial information about costs and return on investments are of key importance to strategic decision making but also in the context of process improvement or business engineering. The purpose of this paper is to propose a value‐oriented approach to business process modeling based on key concepts and metrics from operations and financial management, to aid decision making in process re‐design projects on the basis of process models.

Design/methodology/approach

The paper suggests a theoretically founded extension to current process modeling approaches, and delineates a framework as well as methodical support to incorporate financial information into process re‐design. The paper uses two case studies to evaluate the suggested approach.

Findings

Based on two case studies, the paper shows that the value‐oriented process modeling approach facilitates and improves managerial decision making in the context of process re‐design.

Research limitations/implications

The paper presents design work and two case studies. More research is needed to more thoroughly evaluate the presented approach in a variety of real‐life process modeling settings.

Practical implications

The paper shows how the approach enables decision makers to make investment decisions in process re‐design projects, and also how other decisions, for instance in the context of enterprise architecture design, can be facilitated.

Originality/value

This paper reports on an attempt to integrate financial considerations into the act of process modeling, in order to provide more comprehensive decision‐making support in process re‐design projects.

Details

Business Process Management Journal, vol. 16 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

Access Restricted. View access options
Article
Publication date: 28 October 2014

Xinwei Zhu, Jan Recker, Guobin Zhu and Flávia Maria Santoro

Context-awareness has emerged as an important principle in the design of flexible business processes. The goal of the research is to develop an approach to extend context-aware…

1167

Abstract

Purpose

Context-awareness has emerged as an important principle in the design of flexible business processes. The goal of the research is to develop an approach to extend context-aware business process modeling toward location-awareness. The purpose of this paper is to identify and conceptualize location-dependencies in process modeling.

Design/methodology/approach

This paper uses a pattern-based approach to identify location-dependency in process models. The authors design specifications for these patterns. The authors present illustrative examples and evaluate the identified patterns through a literature review of published process cases.

Findings

This paper introduces location-awareness as a new perspective to extend context-awareness in BPM research, by introducing relevant location concepts such as location-awareness and location-dependencies. The authors identify five basic location-dependent control-flow patterns that can be captured in process models. And the authors identify location-dependencies in several existing case studies of business processes.

Research limitations/implications

The authors focus exclusively on the control-flow perspective of process models. Further work needs to extend the research to address location-dependencies in process data or resources. Further empirical work is needed to explore determinants and consequences of the modeling of location-dependencies.

Originality/value

As existing literature mostly focusses on the broad context of business process, location in process modeling still is treated as “second class citizen” in theory and in practice. This paper discusses the vital role of location-dependencies within business processes. The proposed five basic location-dependent control-flow patterns are novel and useful to explain location-dependency in business process models. They provide a conceptual basis for further exploration of location-awareness in the management of business processes.

Details

Business Process Management Journal, vol. 20 no. 6
Type: Research Article
ISSN: 1463-7154

Keywords

Access Restricted. View access options
Article
Publication date: 7 June 2011

Ross Brown, Jan Recker and Stephen West

Process modeling is a complex organizational task that requires many iterations and communication between the business analysts and the domain specialists. The challenge of…

3430

Abstract

Purpose

Process modeling is a complex organizational task that requires many iterations and communication between the business analysts and the domain specialists. The challenge of process modeling is exacerbated, when the process of modeling has to be performed in a cross‐organizational, distributed environment. This paper aims to suggest a three‐dimensional (3D) environment for collaborative process modeling, using virtual world technology.

Design/methodology/approach

The paper suggests a new collaborative process modeling approach based on virtual world technology. It describes the design of an innovative prototype collaborative process modeling approach, implemented as a 3D Business Process Modeling Notation (BPMN) modeling environment in Second Life. We use a case study to evaluate the suggested approach.

Findings

Based on a case study application, the paper shows that our approach increases user empowerment and adds significantly to the collaboration and consensual development of process models even when the relevant stakeholders are geographically dispersed.

Research limitations/implications

The paper presents design work and a case study. More research is needed to more thoroughly evaluate the presented approach in a variety of real‐life process modeling settings.

Practical implications

The research outcomes as design artifacts are directly available and applicable by business process management professionals and can be used by business, system and process analysts in real‐world practice.

Originality/value

This research is the first reported attempt to develop a process modeling approach on the basis of virtual world technology. It describes a novel and innovative 3D BPMN modeling environment in Second Life.

Details

Business Process Management Journal, vol. 17 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Access Restricted. View access options
Article
Publication date: 4 July 2016

Monica Anastassiu, Flavia Maria Santoro, Jan Recker and Michael Rosemann

The purpose of this paper is to propose a method for identifying business process-relevant contextual information that is likely to impact on the process goal. The ORGANON method…

1431

Abstract

Purpose

The purpose of this paper is to propose a method for identifying business process-relevant contextual information that is likely to impact on the process goal. The ORGANON method describes a semi-structured procedural guide alongside with a set of criteria and a matrix for analyzing ontological transactions, which can be used to identify which context information can be considered relevant to a business process.

Design/methodology/approach

The authors report on an evaluation of the ORGANON method through a case study conducted in an organization that works in the social security domain.

Findings

The results provide evidences of the feasibility of the method application in this scenario.

Originality/value

Our research contributes to the literature on business processes flexibility, specifically through a proposal for context identification that can be extended to current techniques for business process modeling and in turn forms the basis for existing approaches for making business processes more flexible. The work has implications for the strategic management of organizations, by suggesting a method that provides informational support to decision makers about when, where and why business processes need to be adapted.

Access Restricted. View access options
Article
Publication date: 12 April 2013

Theresa Schmiedel, Jan vom Brocke and Jan Recker

Business process management (BPM) requires a holistic perspective that includes managing the culture of an organization to achieve objectives of efficient and effective business…

4372

Abstract

Purpose

Business process management (BPM) requires a holistic perspective that includes managing the culture of an organization to achieve objectives of efficient and effective business processes. Still, the specifics of a BPM‐supportive organizational culture have not been examined so far. Thus, the purpose of this paper is to identify the characteristics of a cultural setting supportive of BPM objectives.

Design/methodology/approach

The paper examines the constituent values of a BPM‐supportive cultural setting through a global Delphi study with BPM experts from academia and practice and explore these values in a cultural value framework.

Findings

The paper empirically identifies and defines four key cultural values supporting BPM, viz., customer orientation, excellence, responsibility, and teamwork. The paper discusses the relationships between these values and identifies a particular challenge in managing these seemingly competing values.

Research limitations/implications

The identification and definition of these values represents a first step towards the operationalization (and empirical analysis) of what has been identified as the concept of BPM culture, i.e. a culture supportive of achieving BPM objectives.

Practical implications

Identifying these cultural values provides the basis for developing an instrument that can measure how far an existing cultural context is supportive of BPM. This, in turn, is fundamental for identifying measures towards achieving a BPM culture as a necessary, yet not sufficient means to obtain BPM success.

Originality/value

The paper examines which cultural values create an environment receptive for BPM and, thus, specifies the important theoretical construct BPM culture. In addition, the paper raises awareness for realizing these values in a BPM context.

Details

Business Process Management Journal, vol. 19 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

Access Restricted. View access options
Article
Publication date: 14 June 2021

Alexander Serenko and Nick Bontis

The purpose of this study is to update a global ranking list of 28 knowledge management and intellectual capital (KM/IC) academic journals. The list should be periodically updated…

1414

Abstract

Purpose

The purpose of this study is to update a global ranking list of 28 knowledge management and intellectual capital (KM/IC) academic journals. The list should be periodically updated because the pool of active KM/IC researchers changes, researchers adjust their journal perceptions, citation indices change and new journals appear while others become discontinued.

Design/methodology/approach

The ranking list was created based on a survey of 463 active KM/IC researchers and journal citation impact metrics (the h-index and the g-index).

Findings

Journal of Knowledge Management and Journal of Intellectual Capital are ranked A+, followed by The Learning Organization, Knowledge Management Research & Practice, VINE: The Journal of Information and Knowledge Management Systems, Knowledge and Process Management and International Journal of Knowledge Management which are ranked A. VINE, Electronic Journal of Knowledge Management and Online Journal of Applied Knowledge Management have shown the most improvement. The recently established Journal of Innovation & Knowledge has demonstrated a strong performance.

Practical implications

KM/IC discipline stakeholders may consult and use the ranking list for various purposes, but they should do so with caution. Highly ranked journals are quite likely to have the Clarivate’s Journal Impact Factor or be included in the Clarivate’s Emerging Sources Citation Index. A journal’s longevity is strongly correlated with its citation metrics and is moderately correlated with expert survey scores. Interdisciplinarity is the natural state of the KM and IC research domains, and it should be embraced by the research community.

Originality/value

This study presents the most up-to-date ranking list of KM/IC academic journals.

Details

Journal of Knowledge Management, vol. 26 no. 1
Type: Research Article
ISSN: 1367-3270

Keywords

Available. Content available

Abstract

Details

Business Process Management Journal, vol. 20 no. 4
Type: Research Article
ISSN: 1463-7154

1 – 10 of 65
Per page
102050