A Theoretical Perspective on Meaningfulness of Work and the Success of Business Process Standardization Initiatives

Business Process Standardization (BPS) leads to organizational changes, which are often faced with employee resistance. To make BPS initiatives successful, the \u27human resource\u27 has to be taken into consideration and with it, the job process fulfilled by them, their needs, and their work environment. The objective of this research is to analyze the role of employees affected by BPS initiatives and their perceptions of their work they are doing as part of the processes to be standardized. Based on job characteristics theory and the work role fit concept, we develop a research model theorizing the role of these concepts for the acceptance of BPS initiatives. As main theoretical contribution, this research explains how employees\u27 attitudes toward their own work and the collaborations with others determine their (non-)openness towards BPS initiatives, while it will also guide managers in incorporating the \u27right\u27 people into a BPS project

When standards is not enough to secure interoperability and competitiveness for European exporters

What is the impact of a Service-oriented Architecture (SOA) on the efficiency and effectiveness of business process standardization (BPS)? The contribution of this paper is the development of a research model around the impact of SOA on BPS in terms of achieving fundamental efficiency and flexibility potentials while covering both the business layer and the IT layer of the firm. Drawing on an accepted and widespread enterprise architecture model, we derive propositions that explain why and how SOA’s characteristics help to standardize business processes and how the interplay between SOA and BPS leads to an increased overall business value. Additional moderator arguments, such as the level of service granularity, the centrality of SOA governance, or Business IT alignment, are added to the research model as critical success factors of achieving business value of SOA

What drives business process standardization? A case study approach

Business process standardization is of growing importance for both researchers and practitioners alike. Corporate experts and process owners meanwhile consider business process standards to be a prime action item and major instrument in a firm\u27s BPM toolkit. An increasing number of scientific publications also show a growing interest of the scientific community. But to date IS research on business process standardization most notably is focused on the impact of business process standardization on business process performance abstracting away from a concise analysis of their antecedents. Therefore in this paper – based on an exploratory case study from healthcare industry – we provide a research model presenting three major antecedents of business process standardization: Top management support, involvement of the HR-, business- and IT departments and organizational governance/topology. As this approach is conceptual in nature future research should empirically evaluate our framework

An empirical evaluation of the impact of process standardization on process performance and flexibility

This paper argues that business process standardization, as part of BPM activities, is an effective way to improve business process flexibility and performance. We develop and empirically evaluate a theoretical model of the differential impact of business process homogenization and optimization on business process flexibility and performance. The analysis based on data from 85 large firms shows a strong and highly significant influence of process standardization on business process flexibility and performance. This paper is among the first to propose a research model and empirical operationalization to analyze the twofold impact of process standardization on business process flexibility and performance. For practitioners the paper provides actionable recommendations on how to apply the findings to their management context

Evaluation of Business Processes for Business Process Standardization

Companies often implement multiple process variants in their organizations at the same time. Often these variants differ widely in terms of efficiency, quality and cycle time. In times of highly volatile global economic markets, companies cannot afford unnecessary redundant business processes. Business Process Standardization has therefore become a major topic in the field of Business Process Management, both in research and practice. Management decisions concerning standardization are difficult and complex, due to limited project budgets, organizational and technological changes as well as the increasing challenges of globalization. Choosing suitable processes for standardization is the essential precondition for streamlining business processes in the first place and therefore for reaping the full benefits of Business Process Standardization. However, there is hardly any tool available that supports the evaluation of business processes for standardization. To close this research gap, we develop an instrument for the evaluation of business processes in the context of Business Process Standardization with the aim to help practitioners in their day-to-day operations. Our research aims at providing the necessary preconditions for companies to profit from the advantages of business process standardization and to support decision-making

An understanding of business process standardization

Globalization and increased competition, pressure organizations to reduce costs and be more productive. Increasingly, organizations are adopting a process-centric view to efficiently and effectively utilize resources and improve competitive parity. A strategy that can ensure consistent delivery of services and optimize costs as well as benefits is ‘Business Process Standardization’, whereby processes abide by metrics and aid effective understanding, communication and design. Given the importance of process standardization, there is a surprising dearth of research in this area. Particularly lacking is a clear and operationalisable definition. In attention to this lacuna, this paper offers an understanding of the theoretical construct - Business Process Standardization (BPS) - through a rigorous and systematic literature review

Measures of process harmonization

Context Many large organizations juggle an application portfolio that contains different applications that fulfill similar tasks in the organization. In an effort to reduce operating costs, they are attempting to consolidate such applications. Before consolidating applications, the work that is done with these applications must be harmonized. This is also known as process harmonization. Objective The increased interest in process harmonization calls for measures to quantify the extent to which processes have been harmonized. These measures should also uncover the factors that are of interest when harmonizing processes. Currently, such measures do not exist. Therefore, this study develops and validates a measurement model to quantify the level of process harmonization in an organization. Method The measurement model was developed by means of a literature study and structured interviews. Subsequently, it was validated through a survey, using factor analysis and correlations with known related constructs. Results As a result, a valid and reliable measurement model was developed. The factors that are found to constitute process harmonization are: the technical design of the business process and its data, the resources that execute the process, and the information systems that are used in the process. In addition, strong correlations were found between process harmonization and process standardization and between process complexity and process harmonization. Conclusion The measurement model can be used by practitioners, because it shows them the factors that must be taken into account when harmonizing processes, and because it provides them with a means to quantify the extent to which they succeeded in harmonizing their processes. At the same time, it can be used by researchers to conduct further empirical research in the area of process harmonization

The Role of Project Management Standardization in SMEs: Analyzing the Linkages Between Knowledge Management, Project Management, and Stakeholder Satisfaction

Small and Medium-Sized Enterprises (SMEs) are the backbone of our economies. Today's trend of taking every business activity as a project explains why more and more companies are working on a project basis. Previous research has shown that humans, as well as companies, desire a structured approach to work, avoiding uncoordinated business process activity. Little is known about how the structuring of processes influences SMEs. In order to structure an approach or process, a framework consisting of standards and Best Practices must be established. The role of the framework is to give guidance and improve cross-project efficiencies. Thus, this research study investigates the role of Project Manage-ment Standardization in SMEs. Here, the linkages between standardization and knowledge management (KM), project management (PM), and stakeholder satisfaction in SMEs are analyzed. The theoretical framework integrates the vast literature on the four research topics of stand-ardization, knowledge management, project management, and stakeholder satisfaction into a joint context for SMEs. The analytical part of the research is based on a single-case study of a German SME. Insights are gained from data gathered through six semi-structured inter-views with different experts throughout the company's hierarchy. The research highlights the interconnectedness of the four topics and the central role of project management standardization in SMEs. In order to maintain an efficient PM as the company grows, standardization of processes is inevitable. Standardization requires active KM to obtain explicit knowledge. Hence, standardization and KM are key drivers for sustainable business growth. Additionally, standardization accelerates the company's maturation as the company is moving away from informal, unbureaucratic, and exclusively people-oriented management approaches. Centrally stored and accessible explicit knowledge leads to transparent structures that create clear responsibilities and enhance communication in PM. Consequently, process standardization supports a better ‘estimability’ of the work, reducing uncertain requirements, inadequate documentation, hidden business rules, and requirements creep. This increases the satisfaction of all project stakeholders, making work in the company more efficient and creating a transparent organizational culture

A framework for the integration of management systems in organisations

During the last decade, the integration of management systems (this includes any management system that is used to achieve the goals of an organisation example PASCAL, ISO standards and enterprise resource planning), has become an increasingly important strategy adopted by organisations, as it represents an alternative to operating with multiple management systems in parallel (Abad, Cabrera & Medina, 2014:860). Despite the established need for the integration of management systems, research on how to carry out integration has yet to be developed fully and an elaborated methodology of integration needs full realisation (Bernardo, Casadesús, Karapetrovic & Heras, 2012; Rocha, Searcy, Karapetrovic, 2007; Wilkinson & Dale, 1999a; Zeng, Shi & Lou, 2007). The aim of the current study was to develop a framework for organisations that could be used for the integration of management systems in a structured manner. This study was undertaken by exploring the views and opinions of senior management through fourteen face-to-face semi-structured interviews. Thereafter, an online survey collected 220 responses from four South African multinational organisations involved with management system development and implementation. The research instrument used a seven-point Likert-type scale for the respondents to rate each question. The data was analysed statistically primarily using factor analysis to confirm the significant factors and then structural equation modelling to test the relationships between the factors, which ultimately confirmed the developed framework. The beneficiaries of this research are primarily organisations that have three or more management systems in an organisation. The framework will also be valuable to management in industry and policymakers since it addresses key integration issues, such as employee performance, organisational culture, employee motivation and policy as factors when considering integration of management systems.Kule minyaka ilishumi idluleyo amaqumrhu aye aphuhlisa ngamandla icebo lobulumko lokuhlanganiswa kweenkqubo zolawulo (kuquka nayiphi na inkqubo yolawulo esetyenziselwa ukufezekisa iinjongo zequmrhu, iinkqubo ezifana nePASCAL, ISO, ne standards and enterprise resource planning). Oku kumele indlela eyenye yokusebenzisa ngaxeshanye iinkqubo zolawulo ezininzi (Abad, Cabrera & Medina, 2014:860). Ngaphandle kokuba siqondakala kakuhle isidingo sokuhlanganisa iinkqubo zolawulo, alukaphuhliswa kakuhle uphando lokuqhuba oko kuhlanganisa (Bernardo, Casadesús, Karapetrovic & Heras, 2012; Rocha, Searcy & Karapetrovic, 2007; Wilkinson & Dale, 1999a; Zeng, Shi & Lou, 2007). Injongo yolu phando kukuphuhlisa isakhelo esinokusetyenziswa ngamaqumrhu ekuhlanganiseni iinkqubo zolawulo ngendlela efanelekileyo. Esi sifundo saqhutywa ngokuphengulula izimvo neengcinga zabaphathi abakwizinga elingentla ngokuqhuba udliwano ndlebe nabaphathi abali-14 nganye nganye. Emva koko kwenziwa intlolomvo kubantu abangama-220 abasebenza kumaqumrhu amane aseMzantsi Afrika, maqumrhu lawo asebenza ngophuhliso nokusetyenziswa kweenkqubo zolawulo. Isixhobo sophando esisetyenzisiweyo sisikali esineencam esisixhenxe esiludidi lweLikert, apho abathathi nxaxheba bebeka esikalini umbuzo ngamnye abawunikiweyo. Iinkcukacha zolwazi zahlalutywa ngobuchule bezobalo, kuqukaniswa iimpendulo ezenza udidi olunye, emva koko kwasetyenziswa indlela yokuhlalutya apho kuphononongwa ukwalamana ngoonobangela neziphumo zemiba ethile, okuthe ekugqibeleni kwaveliswa isakhelo. Abancedakeleyo lolu phando ngamaqumrhu asebenzisa iinkqubo zolawulo ezintathu nangaphezulu. Isakhelo esiphuhlisiweyo siya kuba luncedo kakhulu kubalawuli nabaqulunqi bomgaqo nkqubo, kuba sijolise kwimibandela yokuhlanganisa, efana nendlela abasebenza ngayo abaqeshwa, inkcubeko yequmrhu, ukukhuthazwa kwabasebenzi nemiba emalunga nomgaqo nkqubo oqwalaselwa xa kuhlanganiswa iinkqubo zolawuloKule minyaka eyishumi edlule, ukuhlanganiswa kwezinhlelo zokuphatha (kufaka kukho noma yiluphi uhlelo lokuphatha olusetshenziselwa ukufeza izinhloso zenhlangano, njengePASCAL, amaqophelo e-ISO kanye nokuhlelwa kwezinsiza zebhizinisi), sekuyicebo elibaluleke kakhulu elamukelwa yizinhlangano, njengoba kumele enye indlela yokusebenza nezinhlelo eziningi zokuphatha ngokuhambisanayo (Abad, Cabrera & Medina, 2014: 860). Yize sekubonakale isidingo sokuhlanganiswa kwezinhlelo zokuphatha, ucwaningo lokuthi kuzohlanganiswa kanjani kusamele luthuthukiswe ngokuphelele kanti nendlela ecacile yokuhlanganiswa kumele ifezeke ngokugcwele (Bernardo, Casadesús, Karapetrovic & Heras, 2012; Rocha, Searcy & Karapetrovic, 2007; Wilkinson & Dale, 1999a; Zeng, Shi & Lou, 2007). Inhloso yocwaningo lwamanje bekungukuthuthukisa uhlaka lwezinhlangano olungasetshenziselwa ukuhlanganiswa kwezinhlelo zokuphatha ngendlela ehlelekile. Lolu cwaningo lwenziwe ngokuhlola imibono nemicabango yabaphathi abaphezulu ngokuba nezingxoxo eziyi-14 ezingahlelekile ngokuphelele ezibe khona kuxoxwa ubuso nobuso. Ngemuva kwalokho, ucwaningo olwenziwa ngokuqoqa imininingwane ngobuchwepheshe bekhompuyutha lwaqoqa izimpendulo ezingama-220 ezinhlanganweni ezine zaseNingizimu Afrika ezihlanganise amazwe ahlukene nezibandakanyeka ekusungulweni nasekuqaliseni ukusebenza kohlelo lokuphatha. Kusetshenziswe indlela yokucwaninga yesikali sohlobo lwe-Likert samaphoyinti ayisikhombisa abaphendulayo abakala ngaso umbuzo ngamunye. Imininingwane ihlaziyiwe ngokwezibalo kusetshenziswa ukuhlaziywa kwezinto ngokuqavile ukuqinisekisa izici ezibalulekile bese kulandelwa indlela yokulinganisa ukwakheka ukuhlola ubudlelwano phakathi kwezici, okugcina kuqinisekisa uhlaka olusunguliwe. Abahlomuli balolu cwaningo ngokuqavile yizinhlangano ezinezinhlelo ezintathu noma ngaphezulu zokuphatha enhlanganweni. Uhlaka luzoba wusizo nakubaphathi embonini nakubenzi bezinqubomgomo, njengoba lubheka izingqinamba ezibalulekile zokuhlanganiswa, njengokusebenza kahle kwabasebenzi, isiko lenhlangano, ukukhuthazwa kwabasebenzi kanye nenqubomgomo njengezinto ezibhekwayo uma kucatshangwa ngokuhlanganiswa kwezinhlelo zokuphatha.SBLD.B.L