The Assessment of Business Process Management Maturity: Comparative Analysis Inside an Organization

The purpose of this paper is to create and test the practical application of the business process management maturity assessment based on a case study. Maturity models are used for measuring the performance and maturity of individual functional areas or processes, as well as that of the whole organization. We propose measuring the maturity of business process management on a sample of 47 employees of one organization at two different grade levels: at the Management level and at the Professionals level. The comparative analysis of business process management maturity was performed using an ANOVA test, which allowed the evaluation of differences between the groups of respondents and using correlation matrix, which assesses the strength of the correlation between the business process maturity in the organization and six process areas (Strategy, Documentation, Optimization, Implementation, Execution, Controlling), which are constituent the maturity. The analysis of differences in the perception of business process management maturity through different employees may help better prioritize BPM development projects in an organization. The findings will be the basis for formulating recommendations for the effective raising of the business process management maturity. This work is licensed under a&nbsp;Creative Commons Attribution-NonCommercial 4.0 International License.</p

Using the Asian Knowledge Model “APO” as a Determinant for Performance Excellence in Universities- Empirical Study at Al -Azhar University- Gaza

This study aims to use the Asian knowledge model “APO” as a determinant for performance excellence in universities and identifying the most effecting factors on it. This study was applied on Al-Azhar University in Gaza strip. The result of the study showed that (APO) model is valid as a measure and there are four dimensions in the model affecting significantly more than the others (university processes, KM leadership, personnel, KM outputs). Furthermore, performance excellence produced though modernizing the means of education, curriculum development, technology and flexibility in the organizational structure. The study recommends expanding the usage of (APO) model, enhancing the role of knowledge leadership, technology, organizational flexibility, sharing culture and incentive systems that encouraging innovation

Business models for sustained ehealth implementation: lessons from two continents

There is general consensus that Computers and Information Technology have the potential to enhance health systems applications, and many good examples of such applications exist all over the world. Unfortunately, with respect to eHealth and telemedicine, there is much disillusionment and scepticism. This paper describes two models that were developed separately, but had the same purpose, namely to facilitate a holistic approach to the development and implementation of eHealth solutions. The roadmap of the Centre for eHealth Research (CeHRes roadmap) was developed in the Netherlands, and the Telemedicine Maturity Model (TMMM) was developed in South Africa. The purpose of this paper is to analyse the commonalities and differences of these approaches, and to explore how they can be used to complement each other. The first part of this paper comprises of a comparison of these models in terms of origin, research domain and design principles. Case comparisons are then presented to illustrate how these models complement one another

Insights from Industry Leaders: A Maturity Model for Strengthening Communication Measurement and Evaluation

Much scholarship has been devoted to identifying barriers that prevent the advancement of communication measurement and evaluation. This research focuses on the characteristics, objectives, and practices of chief communication officers (CCOs) with successful measurement and evaluation programs. Three key dimensions of practice emerged from in-depth interviews: communication executives’ measurement practices and evaluation programs were used to adjust communication strategies; were aligned with other business units; and were integrated with business priority plans. Interviewees also focused on the ability of communication measurement practices and evaluation programs to provide insights for executives, to align communication with the work of other business units, and to connect the organization with the outside environment and stakeholders. This study extends strategic communication scholarship by discussing how overcoming barriers and advancing measurement and evaluation work relates to roles adopted by organizational leaders. This article also offers a preliminary, scalable maturity model that aids in the development, formalization, and optimization of strategic communication measurement and evaluation. This study demonstrates the capacity for communication evaluation to overcome perceived barriers, realize appropriate stature with organizations, and grow communication functions accordingly

Developing supply chain maturity

This study introduces an empirical model of supply chain maturity and assesses its impact upon performance. Findings suggest that supply chain maturity is multi-dimensional including the areas of planning, sourcing, making, delivering, new product development, and returning. Valid and reliable measures, scales and supply chain maturity constructs were formulated and significant positive links found with multiple objective performance measures. The supply chain maturity framework is thus concluded to be robust for answering questions relating to where a supply chain is in developmental terms and what may be done to continue improving upon the design. Possible areas for further research and implications for managers are also raised.Supply Chain Design; Supply Chain Coordination;

Enterprise Systems Adoption and Firm Performance in Europe: The Role of Innovation

Despite the ubiquitous proliferation and importance of Enterprise Systems (ES), little research exists on their post-implementation impact on firm performance, especially in Europe. This paper provides representative, large-sample evidence on the differential effects of different ES types on performance of European enterprises. It also highlights the mediating role of innovation in the process of value creation from ES investments. Empirical data on the adoption of Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer Relationship Management (CRM), Knowledge Management System (KMS), and Document Management System (DMS) is used to investigate the effects on product and process innovation, revenue, productivity and market share growth, and profitability. The data covers 29 sectors in 29 countries over a 5-year period. The results show that all ES categories significantly increase the likelihood of product and process innovation. Most of ES categories affect revenue, productivity and market share growth positively. Particularly, more domainspecific and simpler system types lead to stronger positive effects. ERP systems decrease the profitability likelihood of the firm, whereas other ES categories do not show any significant effect. The findings also imply that innovation acts as a full or partial mediator in the process of value creation of ES implementations. The direct effect of enterprise software on firm performance disappears or significantly diminishes when the indirect effects through product and process innovation are explicitly accounted for. The paper highlights future areas of research.Enterprise Systems; ERP; SCM; CRM; KMS; DMS; IT Adoption; Post-implementation Phase; IT Business Value; Innovation; Firm Performance; Europe