Paving the Way for Enriched Patient Experience - On the Development of a Process Architecture for a Hospital

In this emergent research forum (ERF) paper, we report on a project from a state-funded hospital located in one of Europe’s microstates. The hospital is currently planning a new building site and, in addition, plans to adopt new information technologies (IT) to improve patient safety and enrich the patient journey. However, the hospital lacks a systematic overview of its processes and their interrelationships as a basis for further BPM initiatives and, most importantly, improving the patient experience from admission to discharge and beyond. By applying a design science research (DSR) approach, we develop the first draft of a process architecture by considering a patient’s journey. We discuss this framework and present the next steps as part of our future research

Exploring Business Process Re-engineering, Change Management, Customer Focus, and Organizational Performance

The purpose of this study is to draw attention to the business process re-engineering (BPR), a radical process change for a volatile environment. The study explores the concepts of BPR and its relations to organizational performance through a literature review. Numerous researches have reported on the BPR factors like change management and customer focus, which are highly recommended in the literature review. The BPR influences organizational performance both financially and non-financially. The implementation of the BPR offers the organization with sustainable competitive advantages

BPM OR CPM？A CASE STUDY OF CROSS-DEPARTMENT COMMUNICATION BUSINESS OPERATION AND HIDDEN COST RELATED TO AMBIDEXTERITY PERFORMANCE

Business process management (BPM) as a mature business operation management method has been applied by many enterprises. Its main concerns focus on solving the cross departmental communication problems. Cross-department communication is a visible symptom of the growing business problems of companies related to complexity，it is also a problem strongly related to BPM. These barriers will lead to low efficiency and poor-quality work, which is common in most organizations in China. This will bring hidden costs to the organization and even impact long-term performance. In the digital transformation age, organization ambidexterity is more important than ever to obtain short-term and long-term benefits. This case study suggests to combine the ambidextrous and hidden costs theory for outlining a collaborative network communication model (CNCM) and theory relationship model of hidden costs and ambidexterity BPM, in order to inves-tigate the effect between the cross-department communication operation structure and organiza-tional performance. This case study provided data collection by three data sources: 40 interviews of managers and employees, company records，observations over 3 months. The findings of the field study of this case are that cross-department communication operation structure has an effect on organizational performance and digital innovation. It also suggests that CNCM positively influences organizational exploration and exploitation ability. It can also alleviate cross-department communication obstacles, low efficiency, and poor-quality work

The impact of implementation process on the perception of enterprise resource planning success

Purpose \u2013 The purpose of this paper is to investigate the impact of the implementation process on the ERP\u2019s success in the post-adoption stage, measured as system\u2019s acceptance, reliability and utility perceived by users, inside the organizations. Design/methodology/approach \u2013 The authors adopted a multiple case study research design. The data collected, provided by IT managers and 120 key-users from four companies, has been used to investigate the impact of the Enterprise Resource Planning (ERP) implementation phases on selected constructs of the Task-Technology Fit (TTF) and Technology Acceptance Model (TAM). The empirical evidences highlight a direct relation between the effectiveness of the implementation phases and the ERP\u2019s success. Findings \u2013 The research results emphasize the importance of the quality of the software, but especially the importance of the implementation phases\u2019 management, which require technical and managerial ability of the team made up of people from the system integrator and the company\u2019s key-users. Evidences suggest that the higher will be the organizational diffusion of an ERP implemented during a successful implementation project, the higher will be the perception of ERP success in the post-adoption stage. Moreover, the users\u2019 perception of ERP quality will be maintained over time. Research limitations/implications \u2013 The research has some limits due to its exploratory nature and to the chosen research approach, so the results may lack generalizability; consequently future research will concern with enlargement of the sample that will allow a better generalization of the results. Practical implications \u2013 This exploratory study suggest that companies\u2019 managers should be aware that a correct methodology of implementation, strongly influenced by the team, impacts on the technology consistency and therefore, on the ERP system success. So an appropriate choice is to invest more in the creation and development of internal and external project team than in the ERP\u2019s brand. Originality/value \u2013 This paper fulfils an identified need to clarify the explicit relationship between the quality of implementation phases and the subsequent ERP success in the post-adoption stage measured in terms of users\u2019 perception of information system qualit

B.P.M. in transition economies: joint empirical experience of Slovenia and Serbia

Business process management (B.P.M.) is empirically linked to the performance of organisations. Different studies in the business process field have shown that an organisation can benefit from B.P.M. through better financial and nonfinancial performance, which can drive it to competitive advantage. B.P.M. is also a concept which leads to better organised systems and can help companies in transition economies to perform better. The purpose of this paper is to compare B.P.M. practice in Slovenia and Serbia in order to formulate recommendations for companies in transition economies. The survey was carried out in 115 representatives of Slovene companies and 91 Serbian companies in the year 2014. The conclusions and recommendation for B.P.M. implementation in transition economies were drawn upon similarities in B.P.M. practice between Serbian and Slovenian companies. In addition, the differences in B.P.M. practice were analysed in order to identify the ways one country can learn from the experience of the other. The results from Slovenia and Serbia from 2014 are interesting for both countries from the perspective of how B.P.M. practice could be further developed in Slovenia and Serbia. The findings have significant managerial implications, as they will help managers to better understand the key factors for successful B.P.M. implementation transitional countries companies

CHALLENGES IN EMBRACING CUSTOMER-CENTRICITY: THE CASE OF OUTSIDE-IN IN A SOUTH AFRICAN FINANCIAL INSTITUTION

For the financial services industry, Business Process Management (BPM) plays a crucial role in end-to-end product development, risk management, and analysis of fraud, credit, and money laundering activities. Customer-centricity, also referred to as Outside-In, is a recent BPM focus which many organisations are now adopting. However, organisations face a myriad of challenges when adopting this approach. The objective of this study was to understand the perceived challenges with Outside-In within a South African financial services organisation. This study found that many traditional BPM challenges apply when moving an organization towards customer-centricity. Yet many new challenges and challenges with methods were seen to be particularly significant. Because of the cultural changes needed, securing buy-in, training all employees and implementing the change were all significant challenges. This paper adds to empirical studies on BPM customer-centric studies and will be useful for practitioners embarking on the approach, it offers a new analysis theoretical contribution to the understudied area of customer-centricity

Servitization of Manufacturing companies in emerging markets

Securing a competitive advantage for manufacturing companies in economies with fierce rivalry has increasing become difficult. With financial success, company growth and differentiation being objectives manufacturers are continuously striving to achieve it has becoming more beneficial to manufacturer to servitize. Servitization is the process through which manufacturers integrate services to product offering as a means of adding value to the offerings, differentiate from the competitors or generate additional revenue. Current literature has predominantly focused on western world manufactures in developed markets with little insight into the process in emerging markets such as that of Kenya as used in this study. This study aimsto examine the role of servitization in the pursuit of differentiation and achieving competitive advantage for manufacturing firms in emerging economies therefore, addressing this gap in current literature. The study utilises two key frameworks which are servitization theory and organizational culture theory addressing the existing literature and its closely related concepts. Thesestwo frameworks are chosen as they serve as the basis for studying manufacturing companies undergoing a service transition. A theoretical lens is created based on the synthesis of these two frameworks from which the developed servitization capabilities can be drawn and providing a simple view of the empirical results. The empirical section of this study includes the analysis of three unnamed manufacturing company. Primary data is collected through semi structured interviews with the managers from the case companies, the data is then analysed using context analysis. The study finds several differences in the motivations, challenges, and effects of servitization with conceptual similarities between the manufacturing companies in developed markets i.e., Europe and north America with emerging markets i.e., Sub Saharan Africa and southeast Asia. The level of servitization in Kenya is also highlighted given the scope of the data collected in the study with varying levels of servitization capabilities noted amongst different industries and the viability of ser

The business process optimization of offer management for investment goods in individual production – the case of a German medium-sized company

The article examines a typical offer management process of a medium-sized tool manufacturing company using a qualitative, explorative research design. The objective is to explore characteristic improvement measures for optimizing the offer process on three levels: process efficiency, process effectiveness and customer orientation. The case study’s basis is a series of interviews conducted with any company employee who is in touch with the offer process. The interviews are analyzed using theoretical methods, such as benchmarking, the 7R method, the Deming cycle and the Ishikawa diagram. The purpose of the analysis is to provide results that are shaped into an action recommendation plan. The results show that creating an online product configurator (customer orientation), updating the calculation program (process efficiency) and creating a consistent offer follow-up system, will provide the highest potential for the process optimization