Business process orientation in the Slovenian power supply

Novak, Rajko; Janeš, Aleksander

doi:10.1108/bpmj-05-2017-0130

Cited by 14 publications

(15 citation statements)

References 58 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Drnevich and Croson [11] believe that if competing requires investments in technology, a management strategy that does not consider governance, competencies and flexibility, puts the organization on a difficult course from an economic point of view as costs increase without a counterpart in results, especially in dynamic environments, which are increasingly common. Gouillart and Kelly [19] present a view based on fundamental concepts presented also by Segatto et al [20] and Novak and Janes [21] which support the same thesis, on the need to look at the company as a living organism, the biological company, endowed with mind, body and spirit, requiring a comprehensive treatment. According to the authors, considering information technology as the only important factor in the restructuring of processes in order to obtain competitiveness is a mistake.…”

Section: Limited Need For Trainingmentioning

confidence: 96%

Business processes reconfiguration through the implementation of an enterprise resource planning system

Jesus¹,

Lima²

2021

J Appl Eng Science

View full text Add to dashboard Cite

The use of technology in organizations does not always produce the expected effects, because the cause-effect relationship in efficiency, productivity and therefore competitiveness is not linear. The available resources, ways of access and their capacities in terms of storage, processing and speed of response are known, however they are not always assimilated by the agents of the productive sector as they should to promote effective results and business agility. The research procedure adopted was a critical-descriptive analysis of a real case. Based on the bibliographic review on Business Processes reconfiguration and follow-up of an implementation project in a Brazilian company, a Business Model reconfiguration with ERP system implementation case was described and evaluated. The purpose of this article is to present a success case of Information Systems implementation project, to demonstrate the long way to go before reaching the results that makes such a project a successful project and to examine the impacts in the human resource perception. The research resulted in the description of an ERP implementation case, its evaluation based on perceptions, followed by critical discussion about barriers and risks inherent to projects of this nature. Although information technology has advanced a lot in the last decades in resources and functionalities, its cost has been significantly reduced, and its acquisition has been greatly facilitated, implementation is not a trivial activity. The article can serve as a guide for characterization of risks and sensitive aspects in reconfiguration projects for organizations that wish to achieve effectiveness in this type of project.

show abstract

Section: Limited Need For Trainingmentioning

confidence: 96%

Business processes reconfiguration through the implementation of an enterprise resource planning system

Jesus¹,

Lima²

2021

J Appl Eng Science

View full text Add to dashboard Cite

show abstract

“…Process orientation provides a general view of the processes with its connections from the customer to the supplier and possibilities to improve them. (McCormack, 2001;Novak, 2016). This general overview enables organizations to think as one unit and make efforts to increase their efficiency to meet the customer's needs (Nadarajah and Kadir, 2016).…”

Section: Ijlss 112mentioning

confidence: 99%

Evaluation of value stream mapping (VSM) applicability to the oil and gas chain processes

Lobo

Calado

Conceição

2018

IJLSS

View full text Add to dashboard Cite

Purpose Lean approach has overcome the boundaries of the automotive and manufacturing industry and has achieved many different sectors of the economy, including services. In this context, this paper aims to investigate the applicability of value stream mapping (VSM) tool in processes of the oil and gas chain. Also, this paper investigates if there is a specific framework currently being used by organizations belonging to this chain to map the value stream of its processes. Design/methodology/approach A detailed systematic review of the literature is done by using a set of relevant keywords based on peer-reviewed journal articles and conference papers available in the Scopus database, analyzing data from 2012 to 2017. Content analysis methodology involving a four-step process (identification, screening, eligibility and inclusion) suggested by Moher et al. (2009) was adopted for this study. Findings The number of studies in literature on VSM applicability to the oil and gas chain processes is low when compared to studies regarding the application of lean tools and methods in general in this area. Also, there is no specific framework that has been used by the oil and gas chain companies to carry out the VSM, which is a research gap that can be further explored. Research limitations/implications Sample size for this research consists of 42 studies, thereby limiting the generalizability of the research studies. However, the analysis presented in this paper was based only on Scopus database, which is a remarkable and broad base, which provided robustness to the data found. Practical implications Practicing managers of oil and gas chain who are planning to transform their processes can use the VSM for it. Researchers can explore the research gap found in this study and develop a specific framework to implement VSM in the oil and gas chain processes. Originality/value This is the first paper to evaluate the VSM tool applicability to the oil and gas chain processes based on an systematic literature review and understand if this is possible and if there is a specific framework to carry out this task.

show abstract

“…Business processes in any organization determine operating costs and affect business performance (Seethamraju, 2012). We can define the business process as a comprehensive and dynamic coordinated set of connected activities, from purchasing to sales, which are intended for the appropriate supply of customers and enable a successful business performance of a company in a particular economic environment (Janeš et al, 2017;Janeš et al, 2018;Novak and Janeš, 2019). It follows that, in accordance with the need for process orientation, each company should plan, organize, lead and control its business processes.…”

Section: Introductionmentioning

confidence: 99%

Business process management and risk-adjusted performance in SMEs

Gošnik

Stubelj

2021

View full text Add to dashboard Cite

Purpose This paper aims to examine the relationship between business process management (BPM) and company performance. The research focuses on the instrumental aspect of core business processes and its controlling activities in small and medium-sized companies (SMEs) to identify the relationship to company performance. Design/methodology/approach The results presented in this paper are based on a survey of Slovene SMEs. A questionnaire was distributed to 3007 SMEs via e-mail and a response rate of 5.42% was achieved. The financial data of companies over a six year period as derived from the publicly available financial reports of SMEs along with an industry-specific financial risk measure and other financial data were used for the company risk-adjusted performance measures of relative residual income (ROE-r) and risk-adjusted ROE (ROE-a) calculation. Findings The results show that instrumental aspects of core business process controlling activities are related to risk-adjusted company performance measures ROE-r and ROE-a. Companies with lower ROE-r and ROE-a have been perceived to be more focused on the instrumental aspect of BPM. Presumably due to the small sample, the results of a non-parametric Mann–Whitney U test did not statistically confirm the developed hypothesis: “the instrumental aspect of controlling as a core process management activity has a statistically significant impact on company risk-adjusted performance measures such as ROE-r and ROE-a.” Despite this, the results show a possible negative correlation between risk-adjusted performance measures and BPM, which opens possibilities for further research. Research limitations/implications The main limitation of the purposed study model is that the paper have studied only control activities of core business processes and relate it to company risk-adjusted performance measures. The study has been limited by the SME sample and the use of a survey as a research instrument. An additional limitation of the research is the degree of reliability implied by the assumptions of the models used to estimate the required return on equity and risk. Results concern investors, managers and practitioners to start BPM improvement initiatives, to set BPM priority measures and to set priority management decisions and further actions. Originality/value This paper presents the unique findings from an investigation of the instrumental aspects of BPM practices and their relationship to company risk-adjusted performance measures in SMEs. This paper developed a measurement instrument for measuring the instrumental aspects of BPM use. An additional original contribution is the use of company risk-adjusted performance measures such as ROE-r and ROE-a, which take into account the required profitability of companies in different industries according to the risk and allows comparable results of companies from different industries. The approach is innovative and interesting as regards researching the factors that affect the profitability of companies that operate in different industries.

show abstract

Business process orientation in the Slovenian power supply

Cited by 14 publications

References 58 publications

Business processes reconfiguration through the implementation of an enterprise resource planning system

Business processes reconfiguration through the implementation of an enterprise resource planning system

Evaluation of value stream mapping (VSM) applicability to the oil and gas chain processes

Business process management and risk-adjusted performance in SMEs

Contact Info

Product

Resources

About