A Conceptualization and Operationalization of Process Visibility Capabilities

Lately, a trend towards real-time, process-centric Business Intelligence & Analytics on the operational level has emerged. Although there are various systems such as BAM, BPI or CEP that claim to deliver visibility for operational processes, the underlying capabilities remain vague. To close this research gap we present a conceptualization and operationalization for process visibility capabilities. We use the results of a literature analysis and expert interviews for the conceptualization of the respective capabilities. The operationalization is based on existing literature and refined in two academic feedback sessions as well as one card sorting procedure with experts from practice. Our results contribute to a better understanding which capabilities create process visibility and provide a basis for future research

The Information Panopticon in the Big Data Era

Taking advantage of big data opportunities is challenging for traditional organizations. In this article, we take a panoptic view of big data – obtaining information from many sources and making it visible to all organizational levels. We suggest that big data requires the transformation from command and control hierarchies to post-bureaucratic organizational structures wherein employees at all levels can be empowered while simultaneously being controlled. We derive propositions that show how to best exploit big data technologies in organizations

Customers\u27 Intention to Use Digital Services in Retail Banking - An Information Processing Perspective

Service digitization increasingly impacts work and life. A frequent example is Internet banking. While customers act independently from time and space constraints, banks benefit from significantly lower transaction costs compared to branches. However, customers use online channels for distinct transactions and favor physical interactions with bank advisors for others. To understand the underlying drivers for the intention to use digital banking services, we derive a research model that is theoretically grounded in the Information Processing View. It is validated in a quantitative study with 338 evaluations among retail banking customers. The results indicate that customers’ information requirements and process risk negatively impact intended digital process use. In contrast, process experience positively impacts the intended digital process use. This paper is, to our best knowledge, the first to explore the role of information requirements and process-specific characteristics in detail. It guides practitioners in establishing more effective and efficient digital banking services

Supplements to the paper: Understanding Digitization across Processes and their Phases – An Extension of Process Virtualization Theory

This file contains two supplements (data and codebook) for the paper "Understanding Digitization across Processes and their Phases – An Extension of Process Virtualization Theory"

Supplements to the paper: Visibility of Business Processes - An Information Processing Perspective in the Financial Services Industry

This file contains two supplements (interview guideline and transcripts) for the ECIS 2015 paper "Visibility of Business Processes - An Information Processing Perspective in the Financial Services Industry"

Supplements to the paper: Customers' Intention to Use Digital Services in Retail Banking – An Information Processing Perspective

This file contains two supplements (data and codebook) for the ECIS 2015 paper "Customers’ Intention to Use Digital Services in Retail Banking – An Information Processing Perspective"

Supplements to the paper: Process Digitization in Retail Banking – An Empirical Examination of Process Virtualization Theory

This file contains two supplements (data and codebook) for the paper "Process Digitization in Retail Banking – An Empirical Examination of Process Virtualization Theory"

The information panopticon in the Big Data era

Taking advantage of big data opportunities is challenging for traditional organizations. In this article, we take a panoptic view of big data – obtaining information from more sources and making it visible to all organizational levels. We suggest that big data requires the transformation from command and control hierarchies to post-bureaucratic organizational structures wherein employees at all levels can be empowered while simultaneously being controlled. We derive propositions that show how to best exploit big data technologies in organizations

Visibility of Business Processes - An Information Processing Perspective in the Financial Services Industry

Business Process Management (BPM) has been an important research field for decades. Latest technological advances have increased the transparency that can be created over processes. Although associated to various advantages, organizations struggle to identify processes for which investments in visibility-creating technologies are profitable. Existing research has largely investigated the outcomes of IT investments in general. However, it remains vague how promising investments in visibility-creating technologies can be identified – especially in a process environment. To close this research gap the paper adopts the Information Processing View and applies a framework that determines the appropriate level of process visibility. We illustrate the applicability of the framework with two positivist, variance-theoretic case studies in the financial services industry. The results contribute to a better understanding how organizations can de-termine where and how to establish appropriate process visibility