Search results

1 – 7 of 7
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Article
Publication date: 13 May 2022

Cintia Alves Nogueira, Silvia Inês Dallavalle Pádua and Ronaldo Bernardo

The purpose of this study is to develop a map for the holistic business process management (BPM) diagnosis in order to guide the choice of techniques that encompass all dimensions…

528

Abstract

Purpose

The purpose of this study is to develop a map for the holistic business process management (BPM) diagnosis in order to guide the choice of techniques that encompass all dimensions of the business process.

Design/methodology/approach

The design science research method was used, with the elaboration of seven steps to project solutions to empirical problems: (1) identification of the problem, (2) awareness of the problem, (3) definition of expected results, (4) design and development, (5) demonstration, (6) evaluation of artifacts and (7) communication. These steps were organized in different analyzes: descriptive, experimental and observational. The descriptive analysis comprised steps one to three (identification of the problem, awareness of the problem, definition of expected results) and made use of the systematic literature review procedure for proposing artifacts. The experimental analysis comprised steps four to five (design and development, and demonstration), where the consultation with specialists' procedures and then the Delphi procedure for the construction of the artifacts were carried out. In the observational analysis, steps six (evaluation of artifacts), where two case studies were performed, and step seven (communication), in which the map for the holistic BPM diagnosis was presented were carried out.

Findings

The article systematizes the BPM diagnostic techniques scattered throughout the literature and relates how these techniques relate to dimensions. A map for the holistic BPM diagnosis is generated containing 21 techniques and 9 dimensions, with 45 relationships between these techniques and tools. Another aspect is that the map shows that in BPM promotion projects, techniques are not restricted to any specific phase of the life cycle.

Practical implications

Professionals can use the map to form a blend with selected techniques and use them for holistic BPM diagnosis according to the skills and other resources of the project team.

Originality/value

The map developed is innovative because it relates a set of consolidated techniques for each dimension of the process to provide the holistic diagnosis for the organization. It is important to highlight that these techniques and dimensions were scattered in the literature.

Details

Business Process Management Journal, vol. 28 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Access Restricted. View access options
Article
Publication date: 3 February 2017

Ronaldo Bernardo, Simone Vasconcelos Ribeiro Galina and Silvia Inês Dallavalle de Pádua

The purpose of this paper is to develop a conceptual framework that incorporates factors external to the organization into the business process management (BPM) lifecycle through…

3429

Abstract

Purpose

The purpose of this paper is to develop a conceptual framework that incorporates factors external to the organization into the business process management (BPM) lifecycle through dynamic capabilities (DCs), beginning with strategy and persisting through the business process transformation.

Design/methodology/approach

The study comprised four distinct phases. First, a literature review was conducted to identify validated theoretical models related to the topic. Then, a systematic review of the literature was conducted by accessing the EBSCOhost, ISI/Web of Science and Scopus databases, for the purpose of understanding how the relationship between BPM and DCs has been addressed. The third step was the identification of the meta-capabilities involved in the relationship between DC and BPM, the fourth step was the construction of a framework that integrated an external view into BPM through DC, and the final step evaluated these framework through a case study.

Findings

Ten texts were selected after a systematic literature review. The following main points of convergence were identified: DC contributes to the conceptualization and understanding of BPM, DC assists in the process of organizational change by promoting the adaptation of the company to the environment, and DC enhances BPM performance. A framework was developed and presented.

Practical implications

The proposed framework, which incorporates an external perspective into the BPM lifecycle through DCs, can be used by managers and researchers interested in the promotion of BPM.

Originality/value

The study shows how the sensing, seizing and transforming meta-capabilities can act to evaluate the outside-in perspective, serve as a benchmark for the alignment of business processes and enable the operationalization of emerging demands through the dynamic adaptation of processes.

Details

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

Keywords

Access Restricted. View access options
Article
Publication date: 4 May 2023

Welington Norberto Carneiro, Jose Carlos Tiomatsu Oyadomari, Paulo Afonso, Ronaldo Gomes Dultra-de-Lima and Octavio Ribeiro de Mendonça Neto

This paper seeks to understand kaizen in practice as it travels through time and space in the organisational setting.

374

Abstract

Purpose

This paper seeks to understand kaizen in practice as it travels through time and space in the organisational setting.

Design/methodology/approach

A qualitative case study was carried out at a multinational company using mainly interviews for the data collection that were analysed from an actor-network theory (ANT) perspective.

Findings

This paper finds that the company deals with a series of paradoxes while managing the kaizen process. Efficiency and quality paradoxes are the basis for starting kaizen projects. Furthermore, intrinsic, and extrinsic motivation, emerge in these processes, and paradoxes relate to how spontaneous ideas emerge in a deliberated context of cost-saving objectives. The supply chain finance team coordinates kaizen projects with the collaboration of plant managers, promoting the paradox of autonomy and control. In addition, as kaizen mobilises and enrols the actors, some trials of strength emerge, showing actors who oppose the kaizen network and create competing networks that mutually exist in the firm.

Practical implications

This study presents valuable insights for professionals to successfully implement kaizen methodologies that take advantage of developing a network for problem-solving in organizations.

Originality/value

This study highlights the supply chain finance team's role in enrolling the actors within a network built by practitioners engaged in kaizen projects. Usually, engineers, quality, or manufacturing teams lead kaizen projects, and only occasionally, accounting and financial teams participate, including multidisciplinary teams.

Details

Benchmarking: An International Journal, vol. 31 no. 3
Type: Research Article
ISSN: 1463-5771

Keywords

Access Restricted. View access options
Article
Publication date: 19 November 2018

José Carlos Tiomatsu Oyadomari, Paulo Sérgio Lima Pereira Afonso, Ronaldo Gomes Dultra-de-Lima, Octavio Ribeiro Ribeiro Mendonça Neto and Maria Carolina Gazso Righetti

The purpose of this paper is to investigate how the use of flexible budgets may influence different institutional logics (organizational inertia and flexibility).

2382

Abstract

Purpose

The purpose of this paper is to investigate how the use of flexible budgets may influence different institutional logics (organizational inertia and flexibility).

Design/methodology/approach

A qualitative research based on a single case study in a multinational subsidiary company was carried out. The data were mainly collected using the dialog technique through open-ended and semi-structured interviews and complemented with direct observation in informal and formal meetings and the analysis of internal documents. Content analysis was used for the analysis of the findings.

Findings

The use of flexible budgets, which isolates the negative variations due to the decrease in sales volume, may contribute to organizational inertia. However, this can be counterbalanced if the managers try to minimize the decline in performance through initiatives that promote organizational flexibility. In this case study, it was found that the alignment between the production director and the controller, who frequently work under different institutional logics, was important to stimulate organizational flexibility particularly in continuous improvement projects.

Research limitations/implications

The findings of this paper are based on only one in-depth case study. Hence, the results cannot be generalized, but a theoretical contribution can be made. Furthermore, the findings are constrained by the constructs used and the specific managerial and theoretical perspectives that have supported the analysis.

Practical implications

These results can be useful particularly for companies that are dealing with the abrupt drop in the sales volume and use the flexible budget as a performance assessment technique. These firms must pay attention because this combination can stimulate organizational inertia. To counteract this problem, it is necessary that controllers and the managers work by understanding the initiatives that promote organizational flexibility, mainly by Kaizen projects, which can minimize performance decline.

Social implications

The main contribution may be how to deal with the different managers’ behaviors, given the decrease in sales volume, and it can help an organization survives in times of economic recession and fierce competition environments.

Originality/value

This paper contributes to both practical and academic dimensions. Indeed, despite being widely used, flexible budgeting is not a widely researched topic.

Details

International Journal of Productivity and Performance Management, vol. 67 no. 9
Type: Research Article
ISSN: 1741-0401

Keywords

Access Restricted. View access options
Article
Publication date: 4 July 2024

Welington Norberto Carneiro, Octavio Ribeiro de Mendonça Neto, Paulo Afonso, Jose Carlos Tiomatsu Oyadomari and Ronaldo Gomes Dultra-de-Lima

This article aims to understand the challenges and key takeaways of implementing total quality management (TQM) in a virtual organisation.

158

Abstract

Purpose

This article aims to understand the challenges and key takeaways of implementing total quality management (TQM) in a virtual organisation.

Design/methodology/approach

An interventionist research (IVR) methodology combined with a qualitative critical event analysis was used to evaluate the challenges and concerns faced during the company’s adoption of TQM and understand the roles of the key players involved.

Findings

Standard process tools such as desktop procedures (DTP), focused teams, and service-level agreements (SLAs) were fundamental to implementing TQM in the company. These processes require the right leaders, but external agents may also be influential, acting as accelerators of change in adopting and using management practices in small companies. Indeed, the researcher acted as a problem solver, bringing innovative solutions to the firm using a hands-on iterative approach.

Practical implications

This research underscores the importance of critical success factors (CSF), such as employee engagement, training, and project management tools. These factors are not just important but crucial for the success of TQM in organisations seeking to adopt the industry’s best practices.

Originality/value

This study, conducted as a virtual IVR for TQM implementation, provides novel insights for practitioners and academics. It elucidates the pivotal role of some quality management tools in the journey towards TQM and the role of both internal and external critical players in the process, particularly in small virtual organisations based on innovative business models.

Details

Business Process Management Journal, vol. 30 no. 6
Type: Research Article
ISSN: 1463-7154

Keywords

Access Restricted. View access options
Article
Publication date: 29 November 2022

Ronaldo Gomes Dultra-de-Lima and Luiz Artur Ledur Brito

The absorptive capacity (AC) leads to firm performance and influences the development and evolution of capabilities and routines, but the influence of AC in projects remains…

400

Abstract

Purpose

The absorptive capacity (AC) leads to firm performance and influences the development and evolution of capabilities and routines, but the influence of AC in projects remains unclear. Therefore, this study aims to investigate the effect of AC on project performance (PP) in the construction industry of Sao Paulo State, Brazil.

Design/methodology/approach

The authors conducted a survey questionnaire with project managers and collected 157 responses in the construction sector. They also used confirmatory factor analysis (CFA) and multiple linear regression techniques to assess the data.

Findings

The study provides empirical evidence that realized absorptive capacity (RAC) has a direct and indirect positive effect on PP. Conversely, the potential absorptive capacity (PAC) only indirectly impacts PP through project management practices (PMPs). PAC and RAC positively influence PMPs that in turn positively influence PP. The findings reinforce the relevance of AC to the development of internal knowledge for processes and routines, thereby enhancing PP.

Practical implications

The findings provide practical implications: the AC influences PP by refining and adapting routines. Moreover, the consistent application of accepted practices is not enough for PP, but the ability to adapt, adjust and transform the relevant knowledge into routines.

Originality/value

This paper provides empirical evidence that the knowledge application of PMPs improves organizational performance through PP. However, despite what the literature has discussed, this paper proved that AC has no effect as a moderating factor between PMPs and performance; however, AC's role significantly impacts PP through PMPs.

Details

International Journal of Managing Projects in Business, vol. 16 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

Access Restricted. View access options
Book part
Publication date: 24 February 2023

Romina Gómez-Prado, Aldo Alvarez-Risco, Jorge Sánchez-Palomino, Berdy Briggitte Cuya-Velásquez, Sharon Esquerre-Botton, Luigi Leclercq-Machado, Sarahit Castillo-Benancio, Marián Arias-Meza, Micaela Jaramillo-Arévalo, Myreya De-La-Cruz-Diaz, Maria de las Mercedes Anderson-Seminario and Shyla Del-Aguila-Arcentales

In the academic field of business management, several potential theories were established during the last decades to explain companies' decisions, organizational behavior…

Abstract

In the academic field of business management, several potential theories were established during the last decades to explain companies' decisions, organizational behavior, consumer patterns, and internationalization, among others. As a result, businesses and scholars were able to analyze and decide based on theoretical approaches to explain the current conditions of the market. Secondary research was conducted to collect more than 36 management theories. This chapter aims to develop the most famous theories related to business applied in the international field. The novelty of this chapter relies on the compilation of recognized previous research studies from the academic literature and evidence in international business.

1 – 7 of 7
Per page
102050