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Article
Publication date: 11 February 2022

Marie-Sophie Baier, Jannik Lockl, Maximilian Röglinger and Robin Weidlich

In an exploratory approach, the authors conducted a structured literature review to extract candidate process digitalization project (PDP) success factors (SFs) from the…

1905

Abstract

Purpose

In an exploratory approach, the authors conducted a structured literature review to extract candidate process digitalization project (PDP) success factors (SFs) from the literature on business process management (BPM), project management (PM) and digitalization. After that, the authors validated, refined and extended these intermediate results through interviews with 21 members of diverse PDP teams. Finally, the authors proposed the PDP success model by linking the candidate SFs with relevant success criteria.

Design/methodology/approach

Digitalization substantially impacts organizations, which increasingly use digital technologies (DTs) to improve and innovate their business processes. While there are methods and tools for identifying process digitalization ideas and related projects (PDPs), guidance on the successful implementation of PDPs is missing. Hence, the authors set out to explore PDP SFs.

Findings

The PDP success model covers 38 PDP success factor candidates, whereof 28 are already backed by the literature and ten have emerged during the interviews. Furthermore, the SFs are structured according to seven categories from the literature covering a broad range of sociotechnical topics (i.e. strategy, structure, culture, people, process, project and technology) as well as equipped with preliminary success rationales.

Originality/value

The work is the first to systematically explore PDP SFs. The PDP success model shows that PDPs require a unique set of SFs, which combine established and hitherto underrepresented knowledge. It extends the knowledge on BPM and serves as foundation for future (confirmatory) research on business process digitalization and the successful implementation of PDPs.

Details

Business Process Management Journal, vol. 28 no. 2
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 3 February 2017

Sabiölla Hosseini, Alexandra Kees, Jonas Manderscheid, Maximilian Röglinger and Michael Rosemann

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…

2642

Abstract

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.

Details

Business Process Management Journal, vol. 23 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

Available. Open Access. Open Access
Article
Publication date: 12 January 2021

Steven Gross, Katharina Stelzl, Thomas Grisold, Jan Mendling, Maximilian Röglinger and Jan vom Brocke

Process redesign refers to the intentional change of business processes. While process redesign methods provide structure to redesign projects, they provide limited support during…

11225

Abstract

Purpose

Process redesign refers to the intentional change of business processes. While process redesign methods provide structure to redesign projects, they provide limited support during the actual creation of to-be processes. More specifically, existing approaches hardly develop an ontological perspective on what can be changed from a process design point of view, and they provide limited procedural guidance on how to derive possible process design alternatives. This paper aims to provide structured guidance during the to-be process creation.

Design/methodology/approach

Using design space exploration as a theoretical lens, the authors develop a conceptual model of the design space for business processes, which facilitates the systematic exploration of design alternatives along different dimensions. The authors utilized an established method for taxonomy development for constructing the conceptual model. First, the authors derived design dimensions for business processes and underlying characteristics through a literature review. Second, the authors conducted semi-structured interviews with professional process experts. Third, the authors evaluated their artifact through three real-world applications.

Findings

The authors identified 19 business process design dimensions that are grouped into different layers and specified by underlying characteristics. Guiding questions and illustrative real-world examples help to deploy these design dimensions in practice. Taken together, the design dimensions form the “Business Process Design Space” (BPD-Space).

Research limitations/implications

Practitioners can use the BPD-Space to explore, question and rethink business processes in various respects.

Originality/value

The BPD-Space complements existing approaches by explicating process design dimensions. It abstracts from specific process flows and representations of processes and supports an unconstrained exploration of various alternative process designs.

Details

Business Process Management Journal, vol. 27 no. 8
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 23 March 2020

Lukas Frank, Rouven Poll, Maximilian Roeglinger and Rupprecht Lea

Customer centricity has evolved into a success factor for many companies, requiring all corporate activities – including business processes – to be aligned with customer needs…

1694

Abstract

Purpose

Customer centricity has evolved into a success factor for many companies, requiring all corporate activities – including business processes – to be aligned with customer needs. With most existing approaches to business process (re-)design focusing on process efficiency, customers are often treated as second-class citizens. Despite emergent research on customer process management, there is a lack of guidance on how to design customer-centric business processes.

Design/methodology/approach

The authors conducted a structured literature review and analyzed companies awarded for outstanding customer centricity to compile design heuristics for customer-centric business processes. The authors iteratively validated and refined these heuristics with experts from academia and industry. Finally, the heuristics was grouped according to their expected impact on interaction capabilities to enable their prioritization in specific settings.

Findings

The authors proposed 15 expert-approved and literature-backed design heuristics for customer-centric business processes together with real-world examples. The heuristics aim at increasing customer satisfaction with interaction-intensive core processes, which is an important driver of corporate success.

Originality/value

The design heuristics complement existing efficiency-centered (re-)design heuristics. They reflect cognitive shortcuts that support process analysts in the generation of innovative ideas during process (re-)design. The heuristics also add to customer process management and help put customer centricity into practice.

Details

Business Process Management Journal, vol. 26 no. 6
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 13 April 2012

Maximilian Röglinger, Jens Pöppelbuß and Jörg Becker

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…

15679

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/implications

The authors are confident that this review covers the majority of publicly available BPM maturity models. As the number of corresponding maturity models seems to be constantly growing, exhaustiveness can hardly be guaranteed. The study's results stimulate future research. Inter alia, adopters from industry require more elaborate support by means of ready‐to‐use and adaptable instruments for maturity assessment and improvement. The paper also reaffirms the need for maturity model consolidation in the field of BPM.

Originality/value

As existing literature reviews focus on process improvement or BPM in general, the paper's findings extend current knowledge. They also increase transparency. Its results provide guidance for scholars and practitioners involved in the design, enhancement, or application of BPM maturity models.

Details

Business Process Management Journal, vol. 18 no. 2
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 7 April 2015

Manuel Bolsinger, Anna Elsäßer, Caroline Helm and Maximilian Röglinger

Process improvement is a fundamental activity of the business process management (BPM) lifecycle. However, practitioners still lack concrete guidance and adequate objectives for…

693

Abstract

Purpose

Process improvement is a fundamental activity of the business process management (BPM) lifecycle. However, practitioners still lack concrete guidance and adequate objectives for process improvement. Moreover, improvement projects typically tie up considerable amounts of capital and are very risky. Thus, more guidance is needed on how to derive concrete recommendations for process improvement in a goal-oriented manner. The paper aims to discuss these issues.

Design/methodology/approach

The authors propose a decision model that determines along which paths the instances of a process should be routed to maximize the value contribution of the process. To do so, the decision model requires a process model and a set of historical process instances as inputs.

Findings

The decision model builds on the idea that only the parameters of the process, i.e., the values according to which it is decided on which path an instance traverses the process, can be modified, without altering the structure of the process. The decision model determines the parameter setting that maximizes the value contribution of the process, which is measured in terms of the expected cash flow of the process. When determining the optimal parameter setting, the decision model considers that different instances and paths have different cash flow effects.

Practical implications

The authors prototypically implemented the decision model and report on the insights from a demonstration example that is based on the order verification process of an IT distributor.

Originality/value

The decision model complements existing approaches to process improvement as it reveals additional improvement potential by focussing on the decision points in a process without altering the structure of the process. The decision model also enables identifying an optimal parameter setting, as a concrete recommendation for process improvement, in line with the principles of value-based BPM.

Details

Business Process Management Journal, vol. 21 no. 2
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 3 April 2017

Martin Lehnert, Alexander Linhart and Maximilian Roeglinger

Despite an obvious connection, business process improvement and business process management (BPM) capability development have been studied intensely, but in isolation. The authors…

2436

Abstract

Purpose

Despite an obvious connection, business process improvement and business process management (BPM) capability development have been studied intensely, but in isolation. The authors thus aim to make the case for the research located at the intersection of both streams. The authors thereby focus on the integrated planning of business process improvement and BPM capability development as this is where, in the authors’ opinion, both streams have the closest interaction. The authors refer to the research field located at the intersection of business process improvement and BPM capability development as process project portfolio management. The paper aims to discuss these issues.

Design/methodology/approach

The authors structure the field of process project portfolio management drawing from extant knowledge related to BPM, project portfolio management, and performance management. The authors also propose a research agenda in terms of exemplary research questions and research methods.

Findings

The proposed structure shows which business objects and interactions should be considered when engaging in process project portfolio management. The research agenda contains exemplary questions structured along the intersections of BPM, project portfolio management, and performance management.

Research limitations/implications

This paper’s main limitation is that it reflects the authors’ individual viewpoints based on experiences of several industry projects and prior research.

Originality/value

This paper addresses a neglected research field, opens up new avenues for interdisciplinary BPM research, and contributes a novel perspective to the ongoing discussion about the future of BPM.

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Article
Publication date: 31 March 2020

Sandra Bammert, Ulrich Matthias König, Maximilian Roeglinger and Tabitha Wruck

Business process improvement is vital for organizations as business environments are becoming ever more volatile, uncertain, complex and ambiguous. Process improvement methods…

1803

Abstract

Purpose

Business process improvement is vital for organizations as business environments are becoming ever more volatile, uncertain, complex and ambiguous. Process improvement methods help organizations sustain competitiveness. Many existing methods, however, do not fit emerging business environments as they entail initiatives with long implementation times, high investments and limited involvement of process participants. What is needed are agile process improvement approaches. The purpose of this paper is to explore the potential of digital nudging – a concept offering tools that lead individuals to better decisions – to improve business processes.

Design/methodology/approach

Using process deviance as theoretical lens, an online experiment with 473 participants is conducted. Within the experiment, business processes and digital nudges are implemented to examine whether digital nudging can mitigate the weaknesses of existing process improvement methods.

Findings

Digital nudging can influence the decisions of process participants and entail positive process deviance that leads to process improvement opportunities. Further, the research gives a first hint on the effectiveness of different digital nudges and lays the foundation for future research.

Research limitations/implications

Since exploring a completely new field of research and conducting the experiment in a synthetic environment, the paper serves as a first step toward the combination of digital nudging, business process improvements and positive process deviance.

Originality/value

The major achievement reported in this paper is the exploration of a new field of research. Thus, digital nudging shapes up as a promising foundation for agile process improvement, a discovery calling for future research at the intersection of digital nudging and business process management.

Details

Business Process Management Journal, vol. 26 no. 6
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 10 July 2018

Simon Kratzer, Patrick Lohmann, Maximilian Roeglinger, Lea Rupprecht and Michael zur Muehlen

The design and execution of business processes are important drivers of organizational performance. Organizations design their operations around cross-functional processes…

849

Abstract

Purpose

The design and execution of business processes are important drivers of organizational performance. Organizations design their operations around cross-functional processes adopting business process management (BPM) methods, tools and systems. This often involves assigning BPM accountability to senior executives such as the chief operating officer (COO), chief information officer (CIO), or chief technology officer (CTO). Some organizations appoint a chief process officer (CPO), a phenomenon raising important questions about the skills and responsibilities of this position within the top management team. The purpose of this paper is to conduct an empirical study to explore the skills and responsibilities of CPOs and differences to other executives.

Design/methodology/approach

The authors conducted an exploratory content analysis of job resumes from LinkedIn.com to investigate the skills and careers of individuals appointed as COO, CIO, CTO and CPO in organizations from different industries and sizes. The content analysis was complemented with expert interviews of CPOs to obtain rich insights into their perception of the responsibilities of this position.

Findings

CPOs possess a unique skill set to serve as change agents. Their skills enable them to serve as integrators and influencers across managerial ranks and corporate functions. COOs, CIOs and CTOs possess more specialized skills related to their corporate function, whereas CPOs are more generalists who facilitate process-oriented strategy and execution, driving cultural change throughout the organization. These findings are consistent across industry and size.

Originality/value

This is the first paper to examine the CPO position in relation to other senior executive positions. Hence, it addresses an important gap in the BPM literature which can help organizations to make informed decisions whether they need a CPO position or have it become a part-time role of one of their existing C-level positions.

Details

Business Process Management Journal, vol. 25 no. 4
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 6 June 2016

Omar AlShathry

Business Process Management (BPM) has become increasingly common among organizations in different industries. There is very limited research on the application of BPM in the MENA…

2006

Abstract

Purpose

Business Process Management (BPM) has become increasingly common among organizations in different industries. There is very limited research on the application of BPM in the MENA region and particularly in Saudi Arabia. The purpose of this paper is to provide empirical maturity assessment for selected Saudi Arabian organizations from broad range of industries. Findings showed that there is notable variability of BPM perception within the functional groups of the sample organizations. Organizations with holistic business strategy and resilient change management procedures showed more adherence to BPM practices than those with functionally driven or ad-hoc BPM initiatives.

Design/methodology/approach

In this empirical study, structured interviews were undertaken with selected business functions owners from ten Saudi organizations. All selected organizations resides in the city of Riyadh with most of them having local and regional branches. The selection of the organization followed non-probability sampling technique whereby the selected organizations were those seemed easy to access and showed willingness to participate in the research. The sample organizations included different types of businesses in different industries. Even though the purpose of the study is not applicable to a particular industry type or sector, variety of business domains and variability in organizations size were considered in the selection process. Table 1 shows an overview of the organization business sector.

Findings

This research investigates the current status of BPM implementation among Saudi Arabian organizations. Although there is positive favour towards BPM concepts among Saudi organizations, it seems that the practical understanding of BPM is yet to be matured. One of the noticed findings from the survey is the apparent sharp disjoint between information technology (IT) and business strategy. This segregation, from a BPM perspective, created two variants of BPM understanding; a business variant related to designing and managing business operations, and the IT one which focusses on configuring and installing BPM systems. There is a lack of a holistic view of business processes and its associated activities within an organization. Most surveyed organizations have either no clear business strategy or it is too complicated the thing that make it difficult to integrate it with BPM initiatives. Some organizations have no defined process owners for their main core business processes neither there are measurable goals for their performance. Their main BPM endeavour is mainly focused on the process activities rather than the process output and performance.

Originality/value

This is the first research paper that provides empirical research on the status of BPM in the MENA region and particularly in Saudi Arabia.

Details

Business Process Management Journal, vol. 22 no. 3
Type: Research Article
ISSN: 1463-7154

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