A review of the importance of business process management in achieving sustainable competitive advantage

Nadarajah, Devika; Kadir, Sharifah Latifah Syed Abdul

doi:10.1108/tqm-01-2013-0008

Cited by 40 publications

(35 citation statements)

References 36 publications

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“…These issues were addressed by previous research [1]- [6] via a theoretical framework to understand the quality and productivity related issues and helping organization to concentrate only on the key problems when the concern is only to improve the quality, productivity and performance. Nadarajah and Latifah [7] have noted that continuous improvement for organization become an important matter for organizations. In the same context TQM is being debated for more than two decades by frequent researchers such as Edwards Deming, Joseph Juran, Philip Crosby and Kaoru Ishikawa for the aim to find a way out for organizational to continuously improve their productivity and performance to successfully suite their customers.…”

Section: Total Quality Managementmentioning

confidence: 99%

Regulatory Role of TQM between the Marketing Orientation, Entrepreneurial Orientation and the Organizational Performance and Competitiveness

Alsughayir¹

2016

AJIBM

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This review is aiming to investigate the integration of people, planning and process in a Total quality management (TQM) setting prompting organizational performance and their competitiveness. In order to compete for a good market position, organizations need to implement effective management strategies such as TQM. The term TQM is explained as "managing the entire organization so that it excels in all dimensions of products and services that are important to the customer". However, TQM model goes beyond product, process and service quality. The objective of this review is to develop an understanding of TQM and its possible influence on organizational performance and competitiveness. This review will be looking at entrepreneurial orientation (EO), market orientation (MO), and organizational competitiveness attributes. As quality is a mixture of many interconnected efficiencies that makes the difference at the end. Likewise, quality is an organization's first step towards market competitiveness. EO is an important factor which could lead to various advantages and added value if adequately implemented in the organization with other supportive strategic management initiatives. It is identified that the problem of organizations not accomplishing the anticipated performance through EO and MO is due to the deficiency of organizational inappropriate schemes and worthless practices. In addition, EO as alone is insufficient resource to enhance performance and achieve competitive advantages. In addition, organizational internal resources (resource base view (RBV)) are important for organizational performance. Continuous premium quality leads organizations to avail sustainable competitive position in the market. TQM, EO (internal resources) and MO (external resources) contribute to organizational intangible capabilities that lead organizations to achieve their desired performance and competitiveness. This review will look into and conceptually find why even there are sufficient literature on TQM, EO and MO available, but still the previous research have unable to provide a unambiguous and strategic avenues for practitioners to accept.

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Section: Total Quality Managementmentioning

confidence: 99%

Regulatory Role of TQM between the Marketing Orientation, Entrepreneurial Orientation and the Organizational Performance and Competitiveness

Alsughayir¹

2016

AJIBM

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“…An essential basis for an organization's long-term success is the achievement and maintenance of a competitive advantage that is sustainable, even though it is time-limited (Porter 1990, Chowtupalli 2013, Mc & Cooper 2007. The tight competition encourages each organization to improve its management process in order to achieve a competitive advantage (Nadarajah & Latifah 2014). A competitive advantage is a form of organizational capability and resources that are not easily imitated by competitors because they are not easily replaced by other resources (Coplin 2002).…”

Section: Introductionmentioning

confidence: 99%

Does Muhammadiyah Leadership Style Exist? An Empirical Examination About What and How to Measure It

Bidayati¹,

Thoyib²,

Aisjah³

et al. 2020

Proceedings of the 17 Th International Symposium on Management (INSYMA 2020)

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SlowMuhammadiyah's higher education is led by using a prophetic, associative, active, and dynamic style. This research aims to examine the leadership style called Muhammadiyah's leadership style. Data for preliminary studies were obtained from 73 respondents who are lecturers at one of Muhammadiyah universities in Yogyakarta. The results of the preliminary study showed that the item-total correlation of r was 0.785. Reliability is indicated by a minimum of Cronbach's alpha value of 0.686. Thus, it can be concluded that the measurement of Muhammadiyah's leadership style exists, valid, and reliable.

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“…Past research has examined the influence of IT Capability on SCA with inconsistent results (Law & Ngai (2007); Lepments et al (2012) and Stoel & Muhanna, (2009)). This mooted the need to investigate the relationship between IT Capability and SCA in the context of BPM, as per Nadarajah and Kadir's (2014) suggestion. This study is grounded in the dynamic capability theory, which is an extension of the resource-based theory that focuses on the internal capabilities of organisations that contribute towards agility and competence.…”

Section: Introductionmentioning

confidence: 99%

Understanding How IT Capability Impacts Sustainable Competitive Advantage through Business Process Management

Nadarajah¹,

Kadir²,

Khalid³

2019

BMS

Self Cite

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Business Process Management or BPM is the blueprint of how work is performed in any organisation to deliver customer requirements. Sustainable Competitive Advantage or SCA pushes organisations to adopt flexibility and dynamism into their systems, processes and culture. A study was carried out to determine the influence of BPM on SCA, and to identify the antecedents of BPM in creating SCA. One of the antecedents’ of the study was IT capability. The study was based on organisations in Malaysia. The results from the study revealed that IT capability failed to observe significant relationship to BPM and SCA. In an attempt to understand further this phenomenon, a series of interviews were carried out on 3 companies representing the telecommunications, consulting and manufacturing industries. The findings revealed that while IT capability is a “must-have”, there are numerous factors that may influence or hinder the effectiveness of IT capability implementation.

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A review of the importance of business process management in achieving sustainable competitive advantage

Cited by 40 publications

References 36 publications

Regulatory Role of TQM between the Marketing Orientation, Entrepreneurial Orientation and the Organizational Performance and Competitiveness

Regulatory Role of TQM between the Marketing Orientation, Entrepreneurial Orientation and the Organizational Performance and Competitiveness

Does Muhammadiyah Leadership Style Exist? An Empirical Examination About What and How to Measure It

Understanding How IT Capability Impacts Sustainable Competitive Advantage through Business Process Management

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