Deferred Action: Theoretical model of process architecture design for emergent business processes

E-Business modelling and ebusiness systems development assumes fixed company resources, structures, and business processes. Empirical and theoretical evidence suggests that company resources and structures are emergent rather than fixed. Planning business activity in emergent contexts requires flexible ebusiness models based on better management theories and models . This paper builds and proposes a theoretical model of ebusiness systems capable of catering for emergent factors that affect business processes. Drawing on development of theories of the ‘action and design’class the Theory of Deferred Action is invoked as the base theory for the theoretical model. A theoretical model of flexible process architecture is presented by identifying its core components and their relationships, and then illustrated with exemplar flexible process architectures capable of responding to emergent factors. Managerial implications of the model are considered and the model’s generic applicability is discussed

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

Generic Process Transformation Model: Transition to Process-based Organization

The competitive global market climate of the new millennium has raised awareness of business processes as the most important management paradigm (Levi, 2002). Consequently, process elements, as well as process-based organizational solutions, have become an emergent need. However, the question is how companies should transform themselves to become more process-oriented? Many attempts under the helm of Business Process Reengineering movement were not successful in reaching benefits of lateral orientation, what additionally emphasizes the delicacy of business process transformation. Concerning the literature, there is a lack of clarity and presence of organizational change models which could provide managers with guidance for process transformation. The models are mostly focused on the transformation generally, and they do not address the specificity of a change from traditional to process paradigm. Furthermore, they are mostly single-oriented, either on the organizational elements or steps which should be taken during the change, thus only partially answering the dilemma. The purpose of the paper is to present an overview of existing transformation models which could be relevant for taking a process journey, as well as propose a Generic Process Transformation Model which should be able to ensure smooth transition, with emphasis on specific problems related to process transformation. Although the proposed model is theoretically and logically based, without empirical evidence, it represents a first step in convergence of process transformation concepts to business world. Ultimately, only its usage in a real world would or would not prove its severity.process transformation, process-based organization, organizational change, transformation models

The Effect of Alignment between Corporate Performance Management and Business Process Management on Process Performance

Research provides mixed evidence that corporate performance management (CPM) and business process management (BPM) initiatives contribute to better business performance. Although many studies emphasize the links between these initiatives, evidence from research and practice shows they are usually organized and conducted as separate projects. Scholars suggest that, if these initiatives are executed coordinately, the aligned positive impacts on process and organizational performance should be higher and more successful. However, the empirical evidence is still lacking. In response, we conduct a quantitative survey-based study to examine the interrelated role of CPM-BPM alignment in predicting process performance. The model is empirically tested through the partial least squares (PLS) approach to structural equation modeling (SEM). Our results show that CPM-BPM alignment has a positive direct impact on process performance and mediates the CPM maturity impact on process performance

Practical post-modernism: FM and socially constructed realities

The theme of the paper, with examples, is that strategic FM should engage not with elaborate structural functional models of building service supply but with the socially constructed realities of organisations and their results. Several, evidence based, examples of FM creating different conversations will be provided, viz: • The creation of excellent patient environments in English Hospitals is not a function of structure (whether or not there is an integrated FM Directorate), sourcing (in house or outsourced) or a particular business process. It is a function of leadership exercised through context specific conversations. • The creation of effective new ‘knowledge’ environments is not a function of a particular design or project structure. It is a reflection of FMs ability to create conversations for changes in business results. • The failure of FM to capture strategic attention deriving from an obsession with considerations of unit costs and building condition rather than overall costs and business outcomes. • The role of perceptions and assertions in creating or blocking effective business relationships between FM providers and clients In the process the paper will challenge academic FM, whether research or education, to stop being in thrall to ‘practice’ to a degree that is arguably greater than is found in other areas of business and management, let alone other established disciplines. FM has too many models, too little theory and too little empirical evidence of specific business contributions. It is too concerned with supplying facilities rather than considering the purpose for which a given facility is managed.</p

ERP System Audit a Control Support For Knowledge Management

The ERP system supports most of the business system that maintains in a single database the data needed for a variety of business functions such as Manufacturing, SCM, Financials, Projects, Human Resources and CRM; the audit of this systems is necessary in order to give reasonable assurance to the company on its core system. Obtained evidence evaluation can ensure whether the organization's IT&C system safeguard assets, maintains data integrity, and is operating effectively and efficiently to achieve the organization's goals or objectives. The audit process respecting the methodology based on: gathering information and plan; obtaining an understanding of internal controls; performing test of controls and substantive tests, develop a control support on quality of flow of information and knowledge from formal perspective, for Knowledge Management in large enterprises.ERP systems, IT audit, information quality, knowledge management

Business Process Modeling in Higher Education Institutions. Developing a Framework for Total Quality Management at Institutional Level

AbstractThis article presents a stage of a quality management model in higher education institutions based on business process modelling. The paper points out the importance of graduates’ satisfaction in assessing quality in universities and looks at a key development, that have shaped the idea of correlating the graduates’ requirements regarding the developed specific and transversal competencies during the study with the required competences in the labor market. On the basis of the existing literature evidence and on the performed results, the paper proposes a business process management model by outlining the importance of understanding graduates’ requirements, their needs and expectations

Business Process Performance - Investigating the Impact of Process-Oriented Appraisals and Rewards on Success

Considering humans are involved in business process activities, process-oriented appraisals and rewards (POAR) can help stimulate process outcomes. Given a lack of knowledge about the intersection between business process management (BPM) and human resource management (HRM), the authors delve into POAR. The study starts from the theoretical capabilities of BPM and then follows a mixed-method design to develop rich and substantive evidence for successful POAR implementations. Empirical data was collected by ten case organizations experienced in POAR, and a survey with 403 higher-level managers across four continents. From the case data, diverse perspectives have emerged on the supporting capabilities for POAR and especially their interrelationships. Additionally, statistical evidence shows a decisive role of POAR in affecting process performance. While all BPM-specific capabilities seem to matter for POAR, only some also contribute to process performance through POAR. Novelty in the work resides in producing a POAR-based process performance model

Time Patterns for Process-aware Information Systems: A Pattern-based Analysis

Formal specification and operational support of time constraints constitute fundamental challenges for any enterprise information system. Although temporal constraints play an important role in the context of long-running business processes, time support is very limited in existing process management systems. By contrast, different kinds of planning tools (e.g., calendar systems and project management tools) provide more sophisticated facilities for handling task-related time constraints, but lack an operational support for business processes. This paper presents a set of 10 time patterns to foster the systematic comparison of these different technologies in respect to time management. The proposed patterns are all based on empirical evidence from several large case studies. In addition, we provide an in-depth evaluation of selected process management systems, calendar systems and project management tools based on the suggested patterns. The presented work will not only facilitate comparison of these different technologies in respect to their support of time constraints, but also make evident that their integration offers promising perspectives in respect to time support for long-running business processes

Time Patterns for Process-aware Information Systems: A Pattern-based Analysis - Revised version

Formal speci�cation and operational support of time constraints constitute fundamental challenges for any enterprise information system. Although temporal constraints play an important role in the context of long-running business processes, time support is very limited in existing process management systems. By contrast, di�fferent kinds of planning tools (e.g., calendar systems and project management tools) provide more sophisticated facilities for handling task-related time constraints, but lack an operational support for business processes. This paper presents a set of 10 time patterns to foster the systematic design and comparison of these different technologies in respect to time management. These time patterns are all based on empirical evidence from several large case studies. In order to ease use and implementation for each time pattern we provide a precise formal semantics. In addition, we provide an in-depth evaluation of selected process management systems, calendar systems and project management tools based on the suggested patterns. The presented work will not only facilitate comparison of these diff�erent technologies in respect to their support of time constraints, but also make evident that their integration o�ers promising perspectives in respect to time support for long-running business processes. Their widespread use will contribute to further maturation of process-aware information systems and related evaluation schemes