Examining process management via the lens of exploitation and exploration: Reconceptualization and scale development

Ng, Stephen; Rungtusanatham, Johnny; Zhao, Xiande; Lee, T.S.

doi:10.1016/j.ijpe.2015.01.021

Cited by 26 publications

(29 citation statements)

References 161 publications

(258 reference statements)

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“…2 | THEORETICAL BACKGROUND "Someone needs to take responsibility and control" (Armistead, Pritchard, & Machin, 1999, p. 105) BPM aims to optimize customer value by managing business processes and performance (Smart et al, 2009). Researchers have defined BPM as a three-dimensional construct consisting of process control, incremental process improvement, and radical process change (Ng, Rungtusanatham, Zhao, & Lee, 2015). The objective of process management is to ensure current and future process success.…”

Section: Introductionmentioning

confidence: 99%

Making process ownership work: Evidence from a global Delphi study

Danilova

2018

Knowl Process Manag

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Process owners are a central element of business process management and process governance, but the role is highly demanding, and many organizations struggle with establishing effective process ownership. However, empirical research focusing on process owners remains scarce. The purpose of this study is to develop an understanding of how organizations can make process ownership work. Through a global Delphi study with 2 expert panels consisting of academics and practitioners from 23 countries, this study generated a set of 20 capabilities required in order for process owners to succeed. This is the first study to look at managerial aspects of business process management through a global Delphi study. The findings extend the knowledge base of academics regarding process ownership and matrix organizations and inform the management of organizations. Implications for practice are important, for helping leaders successfully establish process ownership and as guidance for process owners.

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Section: Introductionmentioning

confidence: 99%

Making process ownership work: Evidence from a global Delphi study

Danilova

2018

Knowl Process Manag

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“…This suggests that internal auditors are utilising a one-size-fits-all approach when auditing PM practices. This is argued not to be beneficial and, instead PM practices should be customised in order to enhance efficiency and/or innovation (Sanders Jones & Linderman, 2014;Zhang et al, 2014;Ng et al, 2015).…”

Section: Discussionmentioning

confidence: 99%

“…Therefore, it is also important that PM practices are differentiated based upon the level of competition in the industry (Sanders Jones & Linderman, 2014). Thus, from an initial argument that PM practices should be kept isolated from exploratory activities (Benner & Tushman, 2003), it has later been suggested that PM practices should be customised in order to enhance efficiency and/or innovation and not applied with a one-size-fits-all approach (Sanders Jones & Linderman, 2014;Zhang, Linderman, & Schroeder, 2014;Ng, Rungtusanatham, Zhao, & Lee, 2015).…”

Section: Process Management and The Impact On Exploitation And Explormentioning

confidence: 99%

Auditing of explorative processes

Lenning

2018

Total Quality Management & Business Excellence

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Process management is a central part of quality management concepts like Total Quality Management, methods like Six Sigma and Lean but also of management systems standards such as ISO 9001, where it is represented by different requirements on process design, process control and process improvement. Research has been conducted on process management and the understanding of exploitation and exploration, but also the sometimes negative effects from process management practices on exploration in organisations when operating in competitive environments. The purpose of this paper is to study if internal auditors adapt to explorative processes when auditing ISO 9001 process management requirements. This paper is based on a qualitative case study in a global company in the consumer electronics industry. The study points towards that internal auditors apply ISO 9001 MSS requirements for process control across the studied organisations and processes even though the audited organisations and processes were considered to be explorative and the environment competitive. Not adapting requirements for process management, to an explorative process in a competitive environment, can stunt an organisation's capability to be innovative, thereby negatively affecting its competitiveness.

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“…For satisfactory discriminant validity, the χ 2 -difference values should be greater than 3.84 (Bagozzi 1981;Bagozzi and Phillips 1982;Kim et al 2012;Ng et al 2015). The χ 2 -difference values ranged from 37.21 to 119.65 indicating satisfactory discriminant validity; see Table 8 of online Appendix B.…”

Section: Measures Scale Development and Purificationmentioning

confidence: 99%

The moderating effect of management behavior for Lean and process improvement

Assen

2018

Oper Manag Res

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It is commonly agreed that the success of Lean management is not only determined by its technical practices, but also by the socalled soft practices such as behavior and actions of employees and management. Lean Management behavior is in itself paradoxical in nature as it incorporates technical aspects (e.g., fact-based management, analysis and adhering to the standard operating procedures for sake of efficiency) and social, follower-related aspects (e.g., promotion of employee responsibility to continuously improve their work processes). In this paper, we investigate the (moderating) effect of some important Lean related management actions on the relationship between Lean and the level of process improvement: i) envisioning and communicating the meaning of Lean, ii) setting goals and active steering on improvement performance metrics and ii) encouraging continuous improvement. Survey data of 178 responses from Dutch organizations, shows that these management actions have a positive effect on both Lean and the level of process improvement. In addition, active steering on performance improvement has a reinforcing effect on the relationship between Lean and process improvement. For respondents with a low level of steering on performance improvement Lean does not lead to process improvement, while it does for respondents with average and high levels of steering on performance improvement. The more management operates on performance improvement, the more Lean will result in a higher level of process improvement.

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Examining process management via the lens of exploitation and exploration: Reconceptualization and scale development

Cited by 26 publications

References 161 publications

Making process ownership work: Evidence from a global Delphi study

Making process ownership work: Evidence from a global Delphi study

Auditing of explorative processes

The moderating effect of management behavior for Lean and process improvement

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