Peyman Badakhshan, Hendrik Scholta, Theresa Schmiedel and Jan vom Brocke
The ten principles of good business process management (BPM) support organizations in planning and scoping the organizations' BPM approach. Derived from literature and expert…
Abstract
Purpose
The ten principles of good business process management (BPM) support organizations in planning and scoping the organizations' BPM approach. Derived from literature and expert panels, the principles received much attention both in research and practice. This article develops a measurement instrument to operationalize the principles and to support organizations in measuring the degree to which they incorporate the principles in their BPM approach, that way advancing their BPM capabilities.
Design/methodology/approach
The authors applied the scale-development methodology, because this methodology is an established approach consisting of various techniques to develop measurement instruments. First, the authors used established techniques to develop such an instrument. Then, the authors assessed the validity and reliability of the developed instrument through a field survey with 345 participants.
Findings
The authors developed a valid and reliable measurement instrument for the ten principles of good BPM. The field survey's results reveal that the measurement instrument meets all required methodological standards. The instrument, thus, can be applied to help process owners and managers to evaluate their BPM approach and plan future actions based on potential shortcomings. Future research can both use and further develop the instrument, which serves as a conceptualization of the principles.
Originality/value
This study is the first to provide a measurement instrument for assessing an organizations' BPM practice against the ten principles of good BPM, which have become established as a much-considered and widely-used source of reference both in academia and practice. The authors also discuss how the instrument compares to and distinguishes from existing approaches to qualify BPM approaches, thus communicating the significance of the instrument.
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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…
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.
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Sarah Zelt, Theresa Schmiedel and Jan vom Brocke
While researchers and practitioners agree on the importance to adapt business process management (BPM) practices to the nature of processes, the authors observe a lack of research…
Abstract
Purpose
While researchers and practitioners agree on the importance to adapt business process management (BPM) practices to the nature of processes, the authors observe a lack of research on how to most meaningfully distinguish processes in order to apply context-specific BPM practices that increase process efficiency and effectiveness. The purpose of this paper is to systematically analyze the nature of processes as one contextual factor for BPM.
Design/methodology/approach
Based on a literature review, the authors systematically derive process dimensions that describe the nature of processes and apply an information-processing perspective to the process level as a theoretical lens through which to analyze and structure these process dimensions.
Findings
The authors identified 36 dimensions used to describe process differences that can be consolidated into five generic dimensions based on an information-processing perspective: interdependence of process participants, differentiation of process participants, process analyzability, variability, and importance.
Research limitations/implications
The paper derives process dimensions from the literature and links them to extant theories as a foundation for context-sensitive BPM. The findings serve as a basis for further conceptualizing BPM and for explaining seemingly contradicting findings about whether management practices increase or decrease organizational performance.
Practical implications
While the paper focuses on understanding and explaining process differences, the authors also demonstrate how these dimensions can be used to make strategic management decisions in order to increase the effectiveness and efficiency of processes.
Originality/value
The authors systematically conceptualize process differences as a foundation for contingent process management. In addition, the authors demonstrate that organizational processes provide a new field of application for information-processing theory.
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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…
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.
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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…
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.
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Jan vom Brocke, Theresa Schmiedel, Alexander Simons, Alexander M. Schmid, Martin Petry and Christoph Baeck
The purpose of this paper is to summarize an information technology (IT) initiative at Hilti Corporation that began with a local IT need and ended with the global transformation…
Abstract
Purpose
The purpose of this paper is to summarize an information technology (IT) initiative at Hilti Corporation that began with a local IT need and ended with the global transformation of the company’s customer service processes and infrastructures. The authors highlight 12 lessons learned from the transformation, which Hilti referred to as the Global Contact Center (GCC) program.
Design/methodology/approach
The authors analyze Hilti’s GCC program based on first-hand experience. Hilti applied an innovative, wave-like implementation approach that facilitated a fast roll-out, fostered peer-to-peer knowledge transfer, and helped to overcome reluctance to change.
Findings
The analysis of Hilti’s approach to its new customer service management reveals a number of simple, yet, critical lessons learned regarding leveraging IT-driven business value through global process transformation.
Research limitations/implications
The case report can help researchers to further theorize about IT-enabled process transformation. The GCC program resulted in significant improvements in the performance and quality of customer service processes and enabled transparent reporting and performance measurement on a global scale.
Practical implications
Overall, the GCC case provides an illustrative example of successful process transformation at the global level that also demonstrates implementation challenges. As such, the case report can help practitioners in planning and executing similar projects toward customer service excellence.
Originality/value
Hilti’s GCC case not only provides fresh insights into a successful process transformation. As it focusses on customer service, it also concerns an application area that has received little in the way of attention from process transformation research.
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Dr Thomas Kohlborn, Dr Oliver Mueller, Professor Jens Poeppelbuss and Dr Maximilian Roeglinger