Factors that Determine the Extent of Business Process Standardization and the Subsequent Effect on Business Performance

Abstract

Business process standardization is the activity of unifying different variants of a family of business processes. While the positive effects of business process standardization are well-described, it is often undesirable to fully unify different variants due to cultural, legal, or operational reasons. Consequently, a decision has to be made about the extent to which a family of business processes should be standardized. However, little is known about the factors that drive that decision. This paper fills that gap, by presenting factors that drive the extent to which business processes can be standardized, performance properties that are influenced by business process standardization, and relations between these concepts.

The extent of EFQM effectiveness in routine and non-routine organizations based on multivariate techniques: an empirical study

“…(3) show that H2 hypothesis is supported which means that in non-routine organizations employees shall have high level of experience, skills and flexibility. The results of research studies conducted by Tracey, Vela-Jiménez, and Romero (Tracey 2012;Vela-Jiménez et al 2014;Romero et al 2015) confirm this fact. Based on the coefficients associated with the measures in Eq.…”

“…Therefore, since the extent of uncertainty in non-routine processes is more than the existing uncertainty in standard and routine processes, people with higher flexibility, experience, and expertise should be employed for non-routine processes Schafermeyer et al 2010). Thus, one of the differences between organizations with more non-routine activities and processes and routine organizations is the high level of human resource flexibility (Schafermeyer et al 2010;Lillrank 2003;Lillrank et al 2011;Romero et al 2015). Several studies have been conducted to measure the level of human resource flexibility and its effects on the performance of organizations (Ketkar and Sett 2009;Vela-Jiménez et al 2014;Sawhney 2013;Beltrán-Martín et al 2008) and in those studies two factors, including skill flexibility and behavior flexibility have been mainly introduced by them for internal human resource flexibility (Ketkar and Sett 2009;Beltrán-Martín et al 2008;Bhattacharya et al 2005;Wright and Snell 1998;Beltrán-Martín and Roca-Puig 2013;Way et al 2012;Ketkar and Sett 2010).…”

Continuous improvement and organizational practices in service firms: Exploring impact on cost reduction

“…To ensure strategic alignment of CI and its ability to achieve declared goals, it is important to develop a system of goals for the improvement initiative (Kaynak, 2003;Sabella et al, 2014;Galeazzo et al, 2016). The latent variable of CI is evaluated in three dimensions: the company's strive for quality improvement (operationalized from Prajogo and Brown 2006, Sila (2007), and Näslund (2013)) and on-going elimination of nonvalue added activities (from Deming (1993) and Jurburg et al, (2015)) as well as process standardization (from Pellicer et al, (2012) and Romero et al (2015)).…”

Designing a Process Mining-Enabled Decision Support System for Business Process Standardization in ERP Implementation Projects

“…To identify the contextual information which needs to be attached, we consulted literature on business process standardization to identify relevant process standardization attributes. In particular, the contribution by Romero et al [33] retrieves a collection of contextual factors which impact the extent of process standardization. In their contribution, the authors find the extent of standardization to be determined by six process categories, namely process activities, resources, data, control-flow, information technology, and management.…”