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Article
Publication date: 7 April 2015

Peter Trkman, Willem Mertens, Stijn Viaene and Paul Gemmel

The purpose of this paper is to argue that in order to achieve customer centricity through business process management (BPM), companies have to obtain the profound understanding…

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Abstract

Purpose

The purpose of this paper is to argue that in order to achieve customer centricity through business process management (BPM), companies have to obtain the profound understanding of customers’ processes and when necessary change not only the interactions with but also the processes of their customers. A method is presented that allows doing this in a systematic manner.

Design/methodology/approach

A case study of a large multinational company was conducted. Several different sources and methods were used, including document analysis, interviews and a qualitative analysis of responses to open-ended questions. Data were gathered at three points in time: before, during and after the implementation of the presented approach.

Findings

The method that was successfully employed by the case organisation consisted of combining BPM with service blueprinting, and of extending these efforts by integrating the customers’ internal processes into the scope of improvement.

Research limitations/implications

The paper does not thoroughly evaluate the long-term effects of the proposed approach. Some results of the case study analysis had to be excluded from this paper due to reasons of confidentiality.

Practical implications

The paper presents an approach for organisations to not only understand the needs of their customers but also the way in which their product is used in customers’ processes. In this way BPM can be implemented in a truly customer-oriented way.

Originality/value

This paper extends previous work by presenting one way in which BPM can follow up on its promise of increasing an organisations customer orientation. While servitisation has received a lot of attention in various disciplines, its application within BPM research and practice has been scarce.

Details

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

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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

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Article
Publication date: 31 May 2013

Öykü Işik, Willem Mertens and Joachim Van den Bergh

In contemporary businesses, the importance of knowledge workers and the knowledge intensive business processes (KIBPs) is ever increasing, yet they seem very hard to control and…

1975

Abstract

Purpose

In contemporary businesses, the importance of knowledge workers and the knowledge intensive business processes (KIBPs) is ever increasing, yet they seem very hard to control and manage. The purpose of this paper is to grasp the specific characteristics of KIBPs and how they differ from non‐knowledge intensive business processes (non‐KIBP), also to question how organizations are using business process management (BPM) to manage and improve KIBPs. The differences in maturity and effectiveness of both types of processes are also evaluated.

Design/methodology/approach

Data for this research were collected through an online survey. The survey was designed based on a previously conducted exploratory study with semi‐structured interviews as well as the literature. The target group was BPM practitioners and the final sample included 98 respondents. Due to non‐normality, the analyses were conducted with non‐parametric tests. The research questions were analysed using Mann‐Whitney U test and Spearman's correlations.

Findings

It was found that KIBP and non‐KIBP have clearly different characteristics, such as the level of complexity, repeatability and creativity required. Also it was found that these processes are not managed or improved differently than non‐KIBPs, and suggest that organizations need to take these differences into consideration while managing and improving these processes. Furthermore, the results suggest that applying methodologies that aim to provide operational improvements may not necessarily produce the best results for KIBPs.

Originality/value

The paper answers a call for further development of the body of knowledge on knowledge‐intensive business processes, a rapidly emerging field of interest for BPM practitioners, where a clear gap in literature exists.

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Abstract

Details

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

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Article
Publication date: 1 March 2013

Ann Heylighen, Caroline Van Doren and Peter-Willem Vermeersch

The relationship between the built environment and the human body is rarely considered explicitly in contemporary architecture. In case architects do take the body into account…

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Abstract

The relationship between the built environment and the human body is rarely considered explicitly in contemporary architecture. In case architects do take the body into account, they tend to derive mathematical proportions or functional dimensions from it, without explicit attention for the bodily experience of a building. In this article, we analyse the built environment in a way less common in architecture, by attending to how a particular person experiences it. Instead of relating the human body to architecture in a mathematical way, we establish a new relationship between architecture and the body—or a body—by demonstrating that our bodies are more involved in the experience of the built environment than we presume. The article focuses on persons with a sensory or physical impairment as they are able to detect building qualities architects may not be attuned to. By accompanying them during a visit to a museum building, we examine how their experiences relate to the architect's intentions. In attending to the bodily experiences of these disabled persons, we provide evidence that architecture is not only seen, but experienced by all senses, and that aesthetics may acquire a broader meaning. Senses can be disconnected or reinforced by nature. Sensory experiences can be consciously or unconsciously eliminated or emphasized by the museum design and use. Architects can have specific intentions in mind, but users (with an impairment) may not experience them. Attending to the experiences of disabled persons, and combining these with the architect's objectives, provides an interesting view of a building. Our analysis does not intend to criticize the one using the other; rather the combination of both views, each present in the building, makes for a richer understanding of what architecture is.

Details

Open House International, vol. 38 no. 1
Type: Research Article
ISSN: 0168-2601

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Article
Publication date: 22 November 2018

Julia A.M. Reif, Katharina G. Kugler and Felix C. Brodbeck

Managing business processes means establishing and maintaining their regulatory power, i.e., their capacity to guide and shape the practice of users and stakeholders. The purpose…

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Abstract

Purpose

Managing business processes means establishing and maintaining their regulatory power, i.e., their capacity to guide and shape the practice of users and stakeholders. The purpose of this paper is to examine how the regulatory power of standardized business processes can be established and managed.

Design/methodology/approach

Building on a theory of standardization and on qualitative data, the authors suggest a “model of self-reinforcing business process management.”

Findings

Business process management consists of several phases (process design, process implementation, process application and process follow-up). A cyclical perspective on how these phases work together to create process legitimacy as presented in the model of self-reinforcing business process management can foster better understanding of the self-reinforcing dynamics of business process management.

Research limitations/implications

The paper offers starting points for interdisciplinary research on business process management. The proposed model should be further examined with regard to its usefulness for overcoming tensions and dynamics associated with standardization.

Practical implications

The model of self-reinforcing business process management provides a guideline for managers involved in planning, implementing, applying, or improving business processes or further areas of change-related organizational governance.

Originality/value

By modeling a cyclical sequence of business process management and highlighting the role of different kinds of legitimacy, the authors integrate functionalist and social perspectives on business process management in one model.

Details

Business Process Management Journal, vol. 25 no. 5
Type: Research Article
ISSN: 1463-7154

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Book part
Publication date: 11 May 2017

Rolf van der Velden and Dieter Verhaest

The explicit assumption in most literature on educational and skill mismatches is that these mismatches are inherently costly for workers. However, the results in the literature…

Abstract

The explicit assumption in most literature on educational and skill mismatches is that these mismatches are inherently costly for workers. However, the results in the literature on the effects of underqualification or underskilling on wages and job satisfaction only partly support this hypothesis. Rather than assuming that both skill surpluses and skill deficits are inherently costly for workers, we interpret these mixed findings by taking a learning perspective on skill mismatches. Following the theory of Vygotski on the so-called “zone of proximal development,” we expect that workers who start their job with a small skill deficit, show more skill growth than workers who start in a matching job or workers with a more severe skill deficit. We test this hypothesis using the Cedefop European skills and jobs survey (ESJS) and the results confirm these expectations. Workers learn more from job tasks that are more demanding than if they would work in a job that perfectly matches their initial skill level and this skill growth is largest for those who start with a small skill deficit. The learning opportunities are worst when workers start in a job for which they have a skill surplus. This is reflected in the type of learning activities that workers take up. Workers with a small skill deficit are more often engaged in informal learning activities. Finally, workers who started with a small skill deficit are no less satisfied with their job than workers who started in a well-matched job. We conclude that a skill match is good for workers, but a small skill deficit is even better. This puts some responsibility on employers to keep job tasks and responsibilities at a challenging level for their employees.

Details

Skill Mismatch in Labor Markets
Type: Book
ISBN: 978-1-78714-377-7

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Book part
Publication date: 9 December 2024

Meenal Arora, Ridhima Goel and Jagdeep Singla

This chapter examines the significant transformations brought about by the incorporation of service robots in the ever-changing retail industry. In the retail industry, advanced…

Abstract

This chapter examines the significant transformations brought about by the incorporation of service robots in the ever-changing retail industry. In the retail industry, advanced technologies, including artificial intelligence (AI), co-bots, robotics, and automation, are transforming the experiences of customers and employees in response to the surge in human–robot collaboration (HRC) and worldwide investments in innovative projects. The primary goal of the research is to examine the impact of incorporating service robots on employees’ willingness to work in a retail sector that fosters collaboration between humans and robots while improving the performance. The research highlights the key factors influencing employee perspectives and inclinations for collaborating with service robots in retail environments, as determined by an in-depth review of academic research and industrial insights. The results demonstrate the positive influence of service robots on improving HRC, optimising inventory management, and enhancing overall operational efficiency in the retail sector. The conclusion emphasises the need to adopt a holistic approach to successfully use the potential of service robots, with the aim of establishing a retail ecosystem that is both sustainable and harmonious. The presence of service robots in the retail industry has significant implications, offering a competitive advantage. The research results reveal stakeholders’ perspectives on the crucial role of service robots in driving future development and maintaining long-term benefits. This chapter offers a comprehensive review of innovative technology in the retail marketplace, offering significant insights into the transformative potential of service robots.

Details

Augmenting Retail Reality, Part A: Blockchain, AR, VR, and the Internet of Things
Type: Book
ISBN: 978-1-83608-635-2

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Book part
Publication date: 29 April 2017

Peter A. Gloor

Abstract

Details

Sociometrics and Human Relationships
Type: Book
ISBN: 978-1-78714-113-1

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Book part
Publication date: 29 April 2017

Peter A. Gloor

Abstract

Details

Sociometrics and Human Relationships
Type: Book
ISBN: 978-1-78714-113-1

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