THE CORRELATION OF ORGANIZATIONAL CULTURE AND SUCCESS OF BPM ADOPTION

Organizational culture has been described as one of the most important factors in BPM adoption, as it is reported to support or hinder BPM efforts in an organization. However, this proposition is still hardly backed up with empirical research. The aim of this paper is to provide a better understanding of the contingent role that organizational culture can play for the success of BPM adoption. To this end, we use a survey design for evaluating the correlation of organizational culture and the success of BPM adoption. Our survey was distributed among top managers and (where applicable) process owners in organizations with more than 50 employees in Slovenia. The results reveal that the highest level of BPM adoption success is achieved in organizations with Clan culture type, whereas organizations achieving the lowest level of BPM adoption success appear to have a Hierarchy culture, as measured by the culture classification of Cameron and Quinn (2006). A significantly negative correlation has been found between Hierarchy culture type and all aspects of BPM adoption success. These insights provide a foundation for further studying on how organizational culture affects BPM adoption success in detail

A FRAMEWORK FOR ASSESSING BPM SUCCESS

Business Process Management is intensively used by organizations with varying objectives. Most adopt this approach in order to achieve continuous process improvement, such as better performance and conformance of their processes. Many studies have been done on BPM methodologies that companies follow in practice when adopting BPM, which resulted in the identification of various success factors. However, these prior works hardly consider the variety of configurations in terms of diverging objectives and actions how companies approach BPM. In this paper, we emphasize this point by addressing the challenge of developing a theoretical framework in which individual cases of success and failure can be studied. We propose a BPM implementation framework which comprises ten elements that are interlinked with each other. We conducted in-depth interviews with two companies and used the BPM implementation framework to assess the success of both BPM initiatives. We were able to reach conclusions such as that for particular goals a company has there is a minimum set of BPM-related actions this company has to conduct in order to come to the desired outcome

Ključni dejavniki uvajanja managementa poslovnih procesov

2016 International Joint Conference on Neural Networks (IJCNN), running together under the umbrella of WCCI 2016: IEEE World Congress on Computational Intelligence (24-29 July 2016) Vancouver, Canada.It has been shown that the power output of some wave energy converters can be greatly increased if they respond to very short-term predictions of the shapes of the waves. Observations of sea waves are traditionally made using buoys carrying GPS and accelerometers. The recent development of low-cost MEMS devices has led to cheaper devices, but also to a renewed interest in the effects of pink (1=f ) noise and signal processing methods for mitigating its effects. Bandpass filtering reduces the effects of this noise, but its remaining influence disrupts, in particular, the phase of the signal, which has significant consequences for prediction. We introduce a Bayesian model that promotes the smooth theoretical spectral shapes of the signal and the pink noise and estimates the true signal from one or more sets of observations recorded in parallel. The signal we are aiming to discover is the profile of sea waves at a fixed location; the spectral shape is determined by the Pierson- Moskowitz model. We demonstrate the model on synthetic data and give some preliminary results for the prediction of real sea wavesThe author wishes to thank Dr John Duncan (DE&S, Ministry of Defence) for providing data used in section IV which were recorded during an NSRS exercise Golden Arrow in November 2014