Business process redesign: an action research

Abstract

The improvement of business processes is considered important to support companies’ competitiveness and sustainability, therefore, being highlighted in the academic community. In this way, the improvement of the organizational processes can be achieved through the business process redesign (BPR), which is considered the most value-added phase in a business process management (BPM) project. However, despite the existence of an extensive literature on the subject of BPR, methodologies or structured procedures that aim to understand the transformation from the “as-is” to the desired “to-be” processes are still scarce. Within this context, to fill this gap in the literature, this study presents the empirical findings and the lessons learnt from an action research with the objective of redesigning the logistic processes of a cultural production enterprise. The empirical study lasted nine months. A synthesis conceptual model for redesigning organizational business processes was proposed based on the literature. This model incorporated three levels (i.e., organizational, business processes and implementation) and provided guidance for conducting the empirical study. Different critical success factors and barriers have been identified and analysed with a focus on organizational, social, and technical dimensions, resulting in contributions to scholars and to practitioners in redesigning business process approaches.

Hybrid simulation-optimization approach for planning relief-aid distribution with a real-world case study

“…It is concerned with managing the entire chain of events, activities and decisions that, in the end, add value to the organization and its customers, while also achieving the firm's customer satisfaction goals and objectives (Saragiotis, 2019). These objectives are met by linking management and information technology through methods, techniques and tools for designing, implementing, monitoring and analyzing organizational business processes (Vizzon et al, 2020). Process redesign is an essential stage of the BPM life cycle.…”

Transformando a gestão de atestados psicológicos e psiquiátricos na Polícia Militar do Paraná: o papel da gestão por processos e da padronização de procedimentos

“…O Business Process Reengineering (BPR), que é uma abordagem radical para melhorar a eficiência e eficácia dos processos de negócio. Essa abordagem envolve a redefinição e redesenho dos processos para alcançar mudanças significativas na forma como a organização opera (VIZZON et al, 2020).…”

Intrinsic alignment with strategy as a source of business sustainability in SMEs

“…Deconstructing the key elements of a strategic business planning will allow revealing the neuralgic aspects intervening in the sustainable development of the SME, through a prospective retro analysis it is possible to leave in evidence the elements that confer value to the economic entity (Slavik, Hanak, & Hudakova, 2020;Virglerova, Addeo, & Zapletalikova, 2020;Vizzon, Do Carmo, Ceryno, & Fiorencio, 2020). Hence, every SME needs to analyze the economic impact of management decisions (strategy), also needs to analyze how management decisions affect the unit level of the company (intrategy).…”

“…In this sense, the alignment of the internal components (intrinsic) and external components (strategic) that the SME has, provides the dynamics of management and ensures its growth and sustainable development by creating value (Slavik, Hanak, & Hudakova, 2020;Virglerova, Addeo, & Zapletalikova, 2020;Vizzon, Do Carmo, Ceryno, & Fiorencio, 2020, González-Díaz, Becerra-Peréz, & Acevedo-Duque, 2020. By virtue of the above, it has become evident in the SMEs of the manufacturing sector in the Tacna-Peru Region that there are imbalances in their intrinsic and strategic alignment processes as a result of the health crisis (SARS-CoV-2) and it has been reflected in the studies presented by Bessa and Luz (2020); Singh and Singh (2020), which has resulted in a temporary closure of production centres, not having the option to access teleworking and has led to their definitive closure.…”