Analyzing content of tasks in Business Process Management. Blending task execution and organization perspectives

Rizun, Nina; Revina, Aleksandra; Meister, Vera G.

doi:10.1016/j.compind.2021.103463

Cited by 13 publications

(7 citation statements)

References 57 publications

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“…CC is a dynamic capability that helps to address a social concern in the supply chain process while simultaneously supporting its business partners (W ojcik et al, 2022). CC is a structural and relational support that allows participating firms to commonly share information, knowledge, materials and resources to quickly respond in any situation in the changing market environment (Rizun et al, 2021). Supply chain collaboration can be identified as the emblem of understanding roles, abilities, relationships, motivations and information sharing in a complex supply chain system (Tatham and Rietjens, 2016;Kumar et al, 2017).…”

Section: Collaborative Capabilitiesmentioning

confidence: 99%

Firms’ dynamic capabilities and supply chain risk management: a B2B perspective

Gani

Takahashi

Bag

et al. 2022

BIJ

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PurposeThis study examines the relationships between collaboration capability (CC) and supply chain risk management (SCRM) and the mediating role of supply chain alignment (SCA) between CC and SCRM. It also investigates the moderating role of data-driven culture (DDC) on the path joining CC and SCA.Design/methodology/approachA survey was conducted via a structured questionnaire among the 297 managers of Business-to-business (B2B) firms. The data were analyzed using partial least squares structural equation modeling (PLS-SEM).FindingsThe result found a positive and significant relationship between CC and SCRM, CC and SCA, and SCA and SCRM. The research found a significant mediating role of SCA between CC and SCRM. The study also found a significant moderating role of DBC between CC and SCA.Practical implicationsThe outcomes demonstrate the management and societal relevance of the study from the viewpoint of businesses in developing nations. To cope with dynamic shifts, managers and decision makers need to take initiative for collaboration among the supplier, to align with their supply chain operations and enhance preparedness of DDC to overcome supply chain-related risks in the future.Originality/valueThe results of this empirical study have the significant potential to provide valuable guidance and insights about the B2B firms’ CC to develop SCA to enhance SCRM as risk management for the supply chain can aid in loss prevention and provide an edge over competitors. To the best of the authors’ knowledge, these relationships based on the dynamic capability view (DCV) add to existing studies on B2B firms’ supply chains in a novel way.

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Section: Collaborative Capabilitiesmentioning

confidence: 99%

Firms’ dynamic capabilities and supply chain risk management: a B2B perspective

Gani

Takahashi

Bag

et al. 2022

BIJ

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“…Standardization for IT services is vital for an organization to ensure that the services offered can satisfy and meet customer needs. This standardization aims to align organizational business strategy, IT strategy, IT infrastructure, and processes [37]. Implementing best practices or frameworks for IT services, such as ITIL, has found that one of the key factors to guarantee success is having suitable processes, not only for the implementation but also for follow-up and maintenance [38].…”

Section: Fig 2 Maturity Level Assessment Of It Incident Management Go...mentioning

confidence: 99%

ITIL v3 Framework Application to Design Information Technology Incident Management Governance

Firdausi

Setiawan

2022

Jurnal Ilmiah Teknik Elektro Komputer Dan Informatika

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Information technology (IT) is one of the strategic investments for Banks. IT can increase the efficiency and effectiveness of operational activities and strengthen their competitive position. Given that IT is an expensive investment, while its implementation contains various risks, Banks need to implement Information Technology Governance. Banks are required to implement some standards for IT governance in multiple aspects, one of which is the IT incident management aspect. IT services at the Bank are crucial because they must work optimally with zero downtime. They must ensure the management and prevention of any problems that may arise to support the sustainability of the company's business processes. One of the frameworks that can be used for good IT service incident management is Information Technology Infrastructure Library version 3 (ITIL v3). ITIL's incident management aims to restore disrupted IT services to their normal state and reduce the business impact. To measure the extent to which the Bank has implemented IT Incident Management Governance, the maturity level is calculated by comparing the current state (as is) and the desired shape (to be) to obtain the maturity level gap. The process of maturity level assessment is carried out using interviews and questionnaires addressed to all stakeholders involved in the entire IT incident management process. The research results show that 15 of the 42 IT incident management processes have not reached the desired state. Based on these gaps, an IT incident management governance document was designed based on the ITIL v3 framework, which is expected when implemented in the Bank's daily operations. It will increase the availability of IT services.

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“…To discover the DML, first, we develop an understanding of the three DML levels (Rizun et al, 2019a). Using the systematic literature analysis enhanced with the observation of recent research and market developments, we distinguish three levels, which determine the expected type of activitiesroutine, semi-cognitive and cognitive (Rizun et al, 2019a(Rizun et al, , 2021. The proposed definitions are as follows: (1) routine activities are those expressible in rules so that they are easily programmable and can be performed by computers at economically feasible costs (Levy et al, 1996); (2) semi-cognitive activities are those where no exact ruleset exists, and there is a clear need of information acquisition and evaluation (Koorn et al, 2018).…”

Section: Definition 1: Objective Knowledgementioning

confidence: 99%

Assessing business process complexity based on textual data: Evidence from ITIL IT ticket processing

Rizun

Revina

Maister

2021

BPMJ

Self Cite

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PurposeThis study aims to draw the attention of business process management (BPM) research and practice to the textual data generated in the processes and the potential of meaningful insights extraction. The authors apply standard natural language processing (NLP) approaches to gain valuable knowledge in the form of business process (BP) complexity concept suggested in the study. It is built on the objective, subjective and meta-knowledge extracted from the BP textual data and encompassing semantics, syntax and stylistics. As a result, the authors aim to create awareness about cognitive, attention and reading efforts forming the textual data-based BP complexity. The concept serves as a basis for the development of various decision-support solutions for BP workers.Design/methodology/approachThe starting point is an investigation of the complexity concept in the BPM literature to develop an understanding of the related complexity research and to put the textual data-based BP complexity in its context. Afterward, utilizing the linguistic foundations and the theory of situation awareness (SA), the concept is empirically developed and evaluated in a real-world application case using qualitative interview-based and quantitative data-based methods.FindingsIn the practical, real-world application, the authors confirmed that BP textual data could be used to predict BP complexity from the semantic, syntactic and stylistic viewpoints. The authors were able to prove the value of this knowledge about the BP complexity formed based on the (1) professional contextual experience of the BP worker enriched by the awareness of cognitive efforts required for BP execution (objective knowledge), (2) business emotions enriched by attention efforts (subjective knowledge) and (3) quality of the text, i.e. professionalism, expertise and stress level of the text author, enriched by reading efforts (meta-knowledge). In particular, the BP complexity concept has been applied to an industrial example of Information Technology Infrastructure Library (ITIL) change management (CHM) Information Technology (IT) ticket processing. The authors used IT ticket texts from two samples of 28,157 and 4,625 tickets as the basis for the analysis. The authors evaluated the concept with the help of manually labeled tickets and a rule-based approach using historical ticket execution data. Having a recommendation character, the results showed to be useful in creating awareness regarding cognitive, attention and reading efforts for ITIL CHM BP workers coordinating the IT ticket processing.Originality/valueWhile aiming to draw attention to those valuable insights inherent in BP textual data, the authors propose an unconventional approach to BP complexity definition through the lens of textual data. Hereby, the authors address the challenges specified by BPM researchers, i.e. focus on semantics in the development of vocabularies and organization- and sector-specific adaptation of standard NLP techniques.

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Analyzing content of tasks in Business Process Management. Blending task execution and organization perspectives

Cited by 13 publications

References 57 publications

Firms’ dynamic capabilities and supply chain risk management: a B2B perspective

Firms’ dynamic capabilities and supply chain risk management: a B2B perspective

ITIL v3 Framework Application to Design Information Technology Incident Management Governance

Assessing business process complexity based on textual data: Evidence from ITIL IT ticket processing

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