A cultural analysis of business process management governanace in Indian organisations

Business process management (BPM) is a key issue for organisations, particularly in a global business environment. In this paper we synthesise a framework for BPM governance and then report two case studies that explore the influence of national culture on BPM governance in India. One case study involves a global outsourcing services company with Indian origins and the other an Indian manufacturing company that has recently established an overseas presence. The two case studies provide a deep understanding of how culture influences BPM governance differently within each organization and how BPM governance practices can be established to mitigate any negative influences of national culture in a global context

Considering Human Aspects on Strategies for Designing and Managing Distributed Human Computation

A human computation system can be viewed as a distributed system in which the processors are humans, called workers. Such systems harness the cognitive power of a group of workers connected to the Internet to execute relatively simple tasks, whose solutions, once grouped, solve a problem that systems equipped with only machines could not solve satisfactorily. Examples of such systems are Amazon Mechanical Turk and the Zooniverse platform. A human computation application comprises a group of tasks, each of them can be performed by one worker. Tasks might have dependencies among each other. In this study, we propose a theoretical framework to analyze such type of application from a distributed systems point of view. Our framework is established on three dimensions that represent different perspectives in which human computation applications can be approached: quality-of-service requirements, design and management strategies, and human aspects. By using this framework, we review human computation in the perspective of programmers seeking to improve the design of human computation applications and managers seeking to increase the effectiveness of human computation infrastructures in running such applications. In doing so, besides integrating and organizing what has been done in this direction, we also put into perspective the fact that the human aspects of the workers in such systems introduce new challenges in terms of, for example, task assignment, dependency management, and fault prevention and tolerance. We discuss how they are related to distributed systems and other areas of knowledge.Comment: 3 figures, 1 tabl

Appetitive motivation in depressive anhedonia: Effects of piece-rate cash rewards on cardiac and behavioral outcomes

Deficits in self-regulation and motivation are central to depression. Using motivational intensity theory (Brehm & Self, 1989), the present research examined how depressive anhedonia influences effort during a piece-rate appetitive task. In piece-rate tasks, people can work at their own pace and are rewarded for each correct response, so they can gain rewards more quickly by expending more effort. A sample of community adults (n = 78) was evaluated for depressive anhedonia using a structured clinical interview, yielding depressive anhedonia and control groups. Participants completed a self-paced cognitive task, and each correct response yielded a cash reward (3 cents or 15 cents, manipulated within-person). Using impedance cardiography, effort-related physiological activity was assessed via the cardiac pre-ejection period (PEP). The results indicated lower reward responsiveness in the anhedonia group. Compared to the control group, the depressive anhedonia group showed significantly less baseline-to-task change in PEP, and they performed marginally worse on the task. The experiment supports the predictions made by applying motivational intensity theory to depression and offers a useful paradigm for evaluating anhedonic effects on effort while people are striving for appealing rewards

Business process management and supply chain collaboration: effects on performance and competitiveness

Purpose: This study aims to examine the interrelationships among business process management (BPM), supply chain collaboration (SCC), collaborative advantage and organisational performance. Design/methodology/approach: Data were collected from 204 manufacturing firms in Thailand, and the interrelationships proposed in the framework were tested via structural equation modelling. Findings: This study highlights the role of intra- and inter-organisational practices and clearly demonstrates the joint role and impact of BPM and SCC, respectively. The results provide empirical evidence that BPM improves both organisational performance and collaborative activities. Also, SCC and collaborative advantage can have indirect positive impacts on organisational performance. Research limitations/implications: This work could be expanded by adopting a supplementary dyadic or extended supply chain (SC) approach and could also consider contextual factors, which were outside of the scope of this study. Practical implications: The BPM approach has a positive impact on organisational performance, which is essential for collaborative activities between a firm and its SC partners. Further, effective BPM and SCC practices lead to enhanced performance and collaborative benefits. Practitioners should be better able to define and measure specific actions relating to their BPM and SCC practices. Originality value: This paper stresses the need to consider the interrelationships between BPM, SCC, collaborative advantage and organisational performance for both direct and indirect effects. Rather than focusing only on improvement at individual firm level, SCC is vital to compete in the market. Improving the effectiveness of SC allows higher organisational performance levels than those that could be achieved in isolatio

Knowledge Integrated Business Process Management for Third Party Logistics Companies

The growing importance of logistics as well as the increasing dynamic complexity of markets, technologies, and customer needs has brought great challenges to logistics. In order to focus on their core competency in such a competitive environment, more and more companies have outsourced a part or the entirety of the logistics process to third party logistics (3PL) service providers. 3PL has played a crucial role in managing logistics processes within supply chain management. Logistics processes require and supply various types of knowledge for planning, developing, operating, controlling and improving business processes. Therefore, in the current knowledge era, knowledge integrated business process management (KIBPM) is of significant importance for 3PL. This work applies KIBPM in 3PL from both a theoretical and practical perspective. The methodology for this study is a combination of literature and primary source research. From the theoretical perspective, it reviews the related literature on knowledge, KM, KIBPM and 3PL. It next analyzes application potentials as well as basic theories of KIBPM in 3PL, and proposes a framework for application. Furthermore, it studies the issues, knowledge sources and content, as well as KM approaches from the strategic and operational perspectives. In particular, it discusses the dynamics, logistics networks, business process networks and tacit knowledge sharing in 3PL. From the practical perspective, a case study of a leading 3PL provider demonstrates the drivers, practices and approaches of KIBPM application. The case study is based on in-depth interviews and extensive access to the secondary data of the firm. It analyzes the core business processes, the process knowledge and key activities of KM in the formulation of business strategy and the operation of business processes in contract logistics. In addition, it applies the proposed framework in this case. Furthermore, it discusses the findings from the literature and case study that relate to the research questions, compares the differences and similarities of KM in 3PL between theory and practice, and puts forward some research and managerial implications. This study has come to the conclusion that it is more effective and efficient to integrate KM in business processes. Knowledge of market, customer requirements, partners, and competitors and collaborative KM in the logistics networks are essential when choosing competitive strategies, process designs and development strategies for business. 3PL needs dynamic capabilities to sustain competitive advantage through KM. In operation, knowledge related business procedures and domains, as well as the results in project management of warehousing, intermodal transport and cooperation between geographic networks, have considerable value for business process execution, evaluation and improvement. 3PL motivates tacit knowledge sharing and effective knowledge acquisition, production, warehousing, distribution and application with a trusting organizational culture, process oriented structure, appropriate technology, and incentive measures. However, while KM is a tool for improving the competency and performance for the organization, learning capability is more important to keeping sustainable competitive advantage in the long term for 3PL. The application of KIBPM in 3PL supports business process management at both the strategic and operational levels. It especially contributes to business development, collaborative projects, intermodal transport, and logistics service improvement

Process-based Organization Design Model: Theoretical Review and Model Conceptualization

The complexity of today's business world is translated into complexity of the company's organization design (Galbraith, 2002). Organizations are forced to quickly adapt to emerging complexity if they want to survive. The change is addressing all areas of business, especially questioning organizational effectiveness and trying to find optimal solutions for doing business. In accordance with requirements, competitive trends are pushing executives to rethink traditional design configurations. Factors such as increased competition in cost, quality and service, and technical change have forced companies not only to seek out new ways of doing old tasks, but also new ways of organizing either old or new tasks (Cross, 1990). Such focus on the flow of work within organizations, but as well as between them, is emphasizing process orientation as a new management paradigm. Inefficiencies of the two most commonly present structures – functional and divisional, in addition to emerging business trends, place the emphasis on a process-based organization as one of the possible solutions. The process-based organization is lead by the process paradigm, which is focused on the horizontal view of business activities and alignment of organizational systems towards business processes. Regardless of a large interest on business processes, existing organization design theory offers only general guidelines for process-based organizations or more precisely, a process-based organization design model. Consequently, the purpose of the paper is to demystify process-based organization design model. By clearly distinguishing between different levels of process orientation, and by addressing characteristics of the chosen model the paper will lead to better understanding of this way of organizing. Eventually, an operationalized model of process-based organization is developed. Furthermore, the paper elaborates on differences between process-based and other organizational structures and philosophies (e.g. functional, product, matrix, project, team-based). Besides structural elements, which will be in the primary focus, the paper will discuss the alignment of all other important organization design elements for process environment (e.g., management style, reward systems, performance metrics, people practices, organizational culture, etc.). There would be proposed necessary adjustments of organizational elements which should be aligned with the process-based structural solution. In such way, some of the blind spots of process-based organization design model would be revealed, providing practical implications for its implementation and ultimately, offering solution for rising business complexity.organization design, process-based organization, process-based organization design model, business processes

Physiological arousal explains infant gaze following in various social contexts

Gaze-following is fundamental to central aspects of human sociocognitive development, such as acquiring language and cultural learning. Studies have shown that infant gaze-following is not a simple reflexive orientation to an adult’s eye movement. In contrast, infants adaptively modulate gaze-following behaviour depending on the social context. However, arguably, the neurophysiological mechanisms underlying contextual modulation of gaze-following remain somewhat unexplored. In this study, we tested the proposition about whether the contextual modulation of infant gaze-following is mediated by the infant’s heart rate, which indicates infant’s physiological arousal. Forty-one 6- to 9-month-old infants participated in this study, and infants observed either a reliable face, which looked towards the location of an object or, an unreliable face, which looked away from the location of an object. Thereafter, the infants watched a video of the same model making eye contact or not making any ostensive signals, before shifting their gaze towards one of the two objects. We revealed that reliability and eye contact acted independently to increase heart rate, which then fully mediates the effects of these social cues on the frequency of gaze-following. Results suggest that each social cue independently enhances physiological arousal, which then accumulatively predicts the likelihood of infant gaze-following behaviour

Virtual Reality as a Chance to Reconcile Ecological Validity and Experimental Control in Cue-Reactivity Research

High-performance virtual reality (VR) technology has opened new possibilities for the examination of the reactivity towards addiction-related cues (cue-reactivity) in addiction. We conducted two studies employing a virtual reality cue-reactivity design for participants suffering from gambling disorder (GD), that combined the assessment of subjective, physiological, and behavioral cue-reactivity. The first study aimed to examine the reliability of temporal discounting measures in VR and standard lab environments in a group of non-gambling control participants. Additionally, we aimed to explore the feasibility of applying sequential sampling models to temporal discounting data obtained in VR. The second study employed the VR design validated in the first study to investigate the subjective, behavioral, and physiological effects of VR gambling environment exposure in a group of regular gamblers (GD group) and matched non-gambling controls. Overall, the results obtained by both studies presented in this dissertation project revealed further evidence for the validity of temporal discounting and the two-step task as possible diagnostic markers of GD. We demonstrated high reliability of the temporal discounting task and reproduced established group differences in decision-making between participants suffering from GD and non-gambling controls in both behavioral tasks. Additionally, we showed that behavioral data obtained by both tasks in VR can be meaningfully interpreted with comprehensive computational modelling, especially with models including RTs such as the drift-diffusion model. In the context of cue-reactivity we found mixed results. While our design was effective in eliciting subjective craving in participants suffering from GD, we observed little evidence for behavioral or sympathetic physiological cue-reactivity