A Stakeholder Engagement Model for Process Improvement Initiatives

Abbott, Charon; Bandara, Wasana; French, Erica; Tate, Mary; Mathiesen, Paul

doi:10.1007/978-3-030-85469-0_28

Cited by 1 publication

(2 citation statements)

References 28 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

Section: Research Backgroundmentioning

confidence: 63%

“…Kettenbohrer also concluded that embedding process management roles into the organizational structure supports customer-oriented thinking and process thinking. Similarly, Abbott et al (2021) stressed the importance of the involvement of people and proposed a stakeholder engagement model for improvement initiatives. Another example is Danilova (2019), who studied the process ownership in BPM and emphasized the importance of the principle of institutionalization (INST) by pointing out that process owners must be involved in every step of BPM and responsible for changes to lead BPM initiatives to success.…”

Section: Research On the Ten Principles Of Good Bpmmentioning

confidence: 99%

See 1 more Smart Citation

A measurement instrument for the “ten principles of good BPM”

Badakhshan,

Scholta,

Schmiedel

et al. 2023

BPMJ

View full text Add to dashboard Cite

PurposeThe ten principles of good business process management (BPM) support organizations in planning and scoping the organizations' BPM approach. Derived from literature and expert panels, the principles received much attention both in research and practice. This article develops a measurement instrument to operationalize the principles and to support organizations in measuring the degree to which they incorporate the principles in their BPM approach, that way advancing their BPM capabilities.Design/methodology/approachThe authors applied the scale-development methodology, because this methodology is an established approach consisting of various techniques to develop measurement instruments. First, the authors used established techniques to develop such an instrument. Then, the authors assessed the validity and reliability of the developed instrument through a field survey with 345 participants.FindingsThe authors developed a valid and reliable measurement instrument for the ten principles of good BPM. The field survey's results reveal that the measurement instrument meets all required methodological standards. The instrument, thus, can be applied to help process owners and managers to evaluate their BPM approach and plan future actions based on potential shortcomings. Future research can both use and further develop the instrument, which serves as a conceptualization of the principles.Originality/valueThis study is the first to provide a measurement instrument for assessing an organizations' BPM practice against the ten principles of good BPM, which have become established as a much-considered and widely-used source of reference both in academia and practice. The authors also discuss how the instrument compares to and distinguishes from existing approaches to qualify BPM approaches, thus communicating the significance of the instrument.

show abstract

Section: Research Backgroundmentioning

confidence: 63%

Section: Research On the Ten Principles Of Good Bpmmentioning

confidence: 99%