Business renovation: business rules (still) the missing link

Kovačić, Andrej

doi:10.1108/14637150410530235

Cited by 38 publications

(22 citation statements)

References 26 publications

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“…Consequently, there are many inadequate and failed IT/IS investments since just 31% of large global companies invest in IT/IS strategically, while 16% of companies invest aimlessly (Tallon, Kraemer, & Gurbaxani, 2000). It is also evident that a gap exists between business requirements and the ability of IT/IS personnel to understand these requirements (Kovačič, 2004).…”

Section: Introductionmentioning

confidence: 99%

Achieving top management support with business knowledge and role of IT/IS personnel

Štemberger

Manfreda

Kovačić

2011

International Journal of Information Management

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Section: Introductionmentioning

confidence: 99%

Achieving top management support with business knowledge and role of IT/IS personnel

Štemberger

Manfreda

Kovačić

2011

International Journal of Information Management

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“…The difference between models that cover these perspectives is representative of the well-known Business-IT-Gap (cf. [149,174]). As another example, process owners can be mainly concerned with aspects related to the performance perspective of processes [233], rather than operational or technical perspectives.…”

Section: Informational Contentmentioning

confidence: 99%

Comparing and Aligning Process Representations

2018

Lecture Notes in Business Information Processing

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“…Governance Responsibility [57,59,77,94,168] Implementation Responsibility [6,66] Rate of Change [35,40,61,66,72,73,75,83,84,89,91,102,103,107,108,134,135,153,168,172] Reusability [59,70,75,85,88,91,108,108,110,111,123] Rule Source [93,177] Scope of Impact [6,66] …”

Section: Implementation Responsibility Implementation Responsibilitymentioning

confidence: 99%

Integrated Modeling of Business Processes and Business Rules

Wang¹

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Two major components in current information system architectures in terms of modeling business requirements are business processes and business rules, both of which focus on creating a representation of the organization's policies and practices. The conceptual and pragmatic overlap between business process models and business rules indicates a need to model the two related aspects together. Over the past two decades the need to model business rules in an integrated manner with business processes has been argued theoretically as well as validated empirically, and a variety of integration methods have been developed. However, the following questions have not yet been answered by current research. First, while researchers have argued that integrated modeling of business process models and business rules can improve the understanding of business processes, this proposition has neither been theoretically analyzed, nor empirically evaluated.Second, there are situations in which a business rule is better modelled independently of a business process model, but also situations in which it is more appropriate to integrate the rule with a business process model. An important aspect of integrated modeling is the understanding of such situations and how they influence business rule representation.Thus, the aim of this thesis is to address the above two questions and then develop a decision framework that guides modelers on whether and how to integrate a business rule with a business process model. Accordingly, the thesis has the following three objectives:(1) theoretically analyze and empirically evaluate if and when business rule integration can improve business process model understanding, (2) identify and evaluate factors that will influence the decision of whether or not a business rule should be integrated with a business process model, and (3) develop a decision framework that guides modelers on whether or not, and if so how, to integrate a business rule with a business process model.

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Business renovation: business rules (still) the missing link

Cited by 38 publications

References 26 publications

Achieving top management support with business knowledge and role of IT/IS personnel

Achieving top management support with business knowledge and role of IT/IS personnel

Comparing and Aligning Process Representations

Integrated Modeling of Business Processes and Business Rules

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