Business Process Redesign in the Perioperative Process: A Case Perspective for Digital Transformation

This case study investigates business process redesign within the perioperative process as a method to achieve digital transformation. Specific perioperative sub-processes are targeted for re-design and digitalization, which yield improvement. Based on a 184-month longitudinal study of a large 1,157 registered-bed academic medical center, the observed effects are viewed through a lens of information technology (IT) impact on core capabilities and core strategy to yield a digital transformation framework that supports patient-centric improvement across perioperative sub-processes. This research identifies existing limitations, potential capabilities, and subsequent contextual understanding to minimize perioperative process complexity, target opportunity for improvement, and ultimately yield improved capabilities. Dynamic technological activities of analysis, evaluation, and synthesis applied to specific perioperative patient-centric data collected within integrated hospital information systems yield the organizational resource for process management and control. Conclusions include theoretical and practical implications as well as study limitations

An extensible manufacturing resource model for process integration

Driven by industrial needs and enabled by process technology and information technology, enterprise integration is rapidly shifting from information integration to process integration to improve overall performance of enterprises. Traditional resource models are established based on the needs of individual applications. They cannot effectively serve process integration which needs resources to be represented in a unified, comprehensive and flexible way to meet the needs of various applications for different business processes. This paper looks into this issue and presents a configurable and extensible resource model which can be rapidly reconfigured and extended to serve for different applications. To achieve generality, the presented resource model is established from macro level and micro level. A semantic representation method is developed to improve the flexibility and extensibility of the model

Adoption of Business Process Orientation Practices: Slovenian and Croatian Survey

Process orientation has been empirically linked to corporate performance. Several studies have shown that more process oriented companies perform better than less process oriented companies. Consequently, many researchers attempted to define what makes a company process oriented, which resulted in numerous frameworks and conceptualizations of process orientation. Based on concepts of business process orientation (BPO) the authors have developed and operationalised a concept of extended BPO to study its adoption in two countries, one EU member and one a candidate for EU membership (Slovenia and Croatia, respectively). Extensive field study has been carried out in these countries. The results of the analysis show that there are many statistically significant differences, namely companies in Slovenia have implemented process oriented practices to a higher degree than their counterparts in Croatia. The paper shows the main differences in BPO areas and practices.business process orientation, process orientation, maturity, empirical research, Croatia, Slovenia

Designing a novel virtual collaborative environment to support collaboration in design review meetings

Project review meetings are part of the project management process and are organised to assess progress and resolve any design conflicts to avoid delays in construction. One of the key challenges during a project review meeting is to bring the stakeholders together and use this time effectively to address design issues as quickly as possible. At present, current technology solutions based on BIM or CAD are information-centric and do not allow project teams to collectively explore the design from a range of perspectives and brainstorm ideas when design conflicts are encountered. This paper presents a system architecture that can be used to support multi-functional team collaboration more effectively during such design review meetings. The proposed architecture illustrates how information-centric BIM or CAD systems can be made human- and team-centric to enhance team communication and problem solving. An implementation of the proposed system architecture has been tested for its utility, likability and usefulness during design review meetings. The evaluation results suggest that the collaboration platform has the potential to enhance collaboration among multi-functional teams

The effect of organizational culture on CRM success

Copyright @ 2013 EMCIS.The aim of this paper is to develop a theoretical framework exemplifying the effect of organizational culture on the success of Customer Relationship Management (CRM) systems' implementation. This is deemed significant as yet little research has investigated the role of organizational culture as a critical success factor to CRM implementation. The proposed theoretical framework is developed based on the notion that nurturing an organizational culture that promotes adaptive learning leads to better management of customer information that in turn improves the quality of customer information, which is considered a key contributor to successful implementation of CRM initiatives. The Competing Values Framework (CVF) is used to measure "Organizational Culture" since it has proven its validity in examining the effect of organizational culture on organizational effectiveness and performance

Data and Predictive Analytics Use for Logistics and Supply Chain Management

Purpose The purpose of this paper is to explore the social process of Big Data and predictive analytics (BDPA) use for logistics and supply chain management (LSCM), focusing on interactions among technology, human behavior and organizational context that occur at the technology’s post-adoption phases in retail supply chain (RSC) organizations. Design/methodology/approach The authors follow a grounded theory approach for theory building based on interviews with senior managers of 15 organizations positioned across multiple echelons in the RSC. Findings Findings reveal how user involvement shapes BDPA to fit organizational structures and how changes made to the technology retroactively affect its design and institutional properties. Findings also reveal previously unreported aspects of BDPA use for LSCM. These include the presence of temporal and spatial discontinuities in the technology use across RSC organizations. Practical implications This study unveils that it is impossible to design a BDPA technology ready for immediate use. The emergent process framework shows that institutional and social factors require BDPA use specific to the organization, as the technology comes to reflect the properties of the organization and the wider social environment for which its designers originally intended. BDPA is, thus, not easily transferrable among collaborating RSC organizations and requires managerial attention to the institutional context within which its usage takes place. Originality/value The literature describes why organizations will use BDPA but fails to provide adequate insight into how BDPA use occurs. The authors address the “how” and bring a social perspective into a technology-centric area

Action research as a framework to evaluate the operation of a living lab

Living lab research consists of gathering user feedback on innovations implemented in a real-life context (Eriksson et al., 2005). This can be facilitated by means of a panel-based approach (Schuurman et al., 2012). Since this panel is vital for living lab research, it is important to know whether all panel members are satisfied with the operation of the living lab itself. An interesting way to capture and act upon the delights and frustrations of a panel can be by adopting an action research approach. Within a participatory action research process, "communities of inquiry and action evolve and address questions and issues that are significant for those who participate as co-researchers" (Reason and Bradbury, 2008). Action research contrasts with many research methods, which emphasize disinterested researchers and reproducibility of findings. Amongst others, Ståhlbröst (2008) already used action research as a methodology within a living lab environment aiming to involve users early and throughout the whole development process, and to design new IT systems from the basis of these users’ needs. But how can this research approach be a framework to get to know your participants’ thoughts on the operation of your living lab? How can action research help to involve as much panel members as possible and to encourage people to share their opinion? Does active research actually result in more practical solutions for a detected problem? In order to capture and solve frustrations of the iMinds Living Lab panel members, a researcher was actively involved in a selection of living lab projects and panel members themselves were inserted in the reflection phase of an action design research from which the obtained knowledge resulted in the co-creation of an iMinds Living Labs website for panel members

The Evolving Role of Information Specialists as Change Agents in Performance Management: A Cross Disciplinary Study

This paper aims to explore the changing role of the Information Specialist (ISp) in the implementation of business performance improvement through business process re-engineering (BPR) initiatives. The paper will begin by examining the evolution of BPR and then discuss the changing role of the ISp. Technology enabled Performance Management (PM) and its strategic implications are found to be key to measuring the effectiveness of BPR and the role of the ISp is a vital part of this. Through a literature review and case based empirical evidence a conceptual framework is developed to appraise the role of the ISp

Understanding Process Knowledge Change in Enterprise System Implementation: A Framework and Case Study

The adoption of an enterprise system often results in a substantial change of the supported business processes. Research in the area of business process redesign has traditionally focused on performance metrics for measuring process change. However, from the perspective of an employee performing the business process, such measurements are inadequate because they fail to account for the knowledge change required for the employee to perform the new process. This paper presents a framework of process change elements from the knowledge perspective. We show how the framework relates to a training knowledge framework proposed by other researchers and discuss its implications for selection of training strategies. We then discuss applications to and preliminary findings from a case study involving enterprise system adoption at the healthcare facility of a large public university

Will IMP Save The World? : Reflections on the role of networks in sustainable marketing

Purpose of the paper and literature addressed – This paper is a conceptual paper that builds on Ryan et al (2008) proposition that the IMP perspective supports the creation of a Sustainable Marketing framework. The author raises concerns over the suitability of a firm-centric perspective for Sustainable Marketing and the reliability of networks to deliver environmentally beneficial innovation. The paper suggests that government intervention, in the form of regulation, taxation and incentives, and contribution from “think tanks” that own the necessary knowledge are essential to guide the learning of networks towards sustainable business practices. We suggest that a special form of network, called innovation network, needs to be involved in this process of knowledge creation. Main contribution – This paper aims to extend the theoretical discourse initiated by Ryan et al (2008). It is the author’s intention to further investigate how the IMP current of thought can be applied to Sustainable Marketing, and with what adaptation. This is thought to be an important contribution as it aims at informing changes in marketing theory and suggests directions for the design of a new theoretical framework for Sustainable Marketing.Non peer reviewe