Integration between knowledge management and business process management and its impact on the decision making process in the construction sector: a case study of Jordan

Abuezhayeh, Sami Wasef; Ruddock, Les; Shehabat, Issa

doi:10.1108/ci-02-2020-0021

Cited by 11 publications

(11 citation statements)

References 43 publications

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Section: Methodsmentioning

confidence: 99%

“…Data were collected via an anonymous structured survey of small and medium contractors in the Jordanian construction industry. The construction sector in Jordan was chosen as the focus of this research because it is a typical example of a developing middle-income country where poor construction project performance has long been a concern (Abuezhayeh et al, 2021;Kasabreh and Tarawneh, 2021;Sweis and Jaradat, 2021;Hiyassat et al, 2022). Contractors were randomly sampled from the population of small-to-medium-sized contractors in the Jordanian construction industry as listed in the Jordanian Construction Contractors Association's (JCCA) annual reports which are based on the Jordanian Ministry of Industry and Trade's classification of small-to-medium-sized businesses.…”

Section: Data Collectionmentioning

confidence: 99%

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An investigation of how stakeholders influence construction project performance: a small and medium sized contractor’s perspective in the Jordanian construction industry

Alkilani

Loosemore²

2022

ECAM

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PurposeThis research uses contingency theory and Venkatraman’s concept of moderating fit to explore how key project stakeholders (clients, consultants and suppliers) influence project performance from the perspective of small and medium contractors in the Jordanian construction industry.Design/methodology/approachAn anonymous structured survey was performed comprising 200 key informants including senior project managers, construction managers, engineers and general managers working for small- and medium-sized contractors in the Jordanian construction industry. The Partial Least Squares Structural Equation Modelling (PLS-SEM) was used to analyse the data.FindingsThe results of this study show that consultant-related factors (quality of documentation produced, ability to communicate and technical competencies) are perceived to have the most significant direct effect on project performance, followed by client-related factors (payment promptness, decision certainty and documentation control) and supplier-related factors (supplier performance, defects control and logistics management).Originality/valueThe results contribute new theoretical, empirical and practical insights to existing construction project performance research by highlighting the key performance factors which need to be managed for each stakeholder group to ensure effective project performance from a small- and medium-sized contractor perspective.

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Section: Methodsmentioning

confidence: 99%

Section: Data Collectionmentioning

confidence: 99%

An investigation of how stakeholders influence construction project performance: a small and medium sized contractor’s perspective in the Jordanian construction industry

Alkilani

Loosemore²

2022

ECAM

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“…It combines the generic BPM methodologies features, and these focus on using BPMS. On the other hand, the DMAIC methodology was selected because it is one of the robust methodologies, and it was integrated in the literature with many different methodologies (Abuezhayeh et al, 2021;Habib et al, 2008;Shahada and Alsyouf, 2012). DMAIC is one of the widely accepted methodologies.…”

Section: Enhanced Business Processmentioning

confidence: 99%

Developing an enhanced business process improvement methodology (EBPIM)

Ubaid,

Dweiri

2023

IJLSS

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Purpose This research paper aims to develop and validate an enhanced business process improvement methodology (EBPIM) by integrating the DMAIC (define, measure, analyze, improve and control) and the comprehensive business process management (CBPM) methodologies. Design/methodology/approach A systematic literature review and analysis were conducted to prove the novelty of the research approach and identify the similarities, differences, strengths and weaknesses of the DMAIC and the CBPM methodologies. The EBPIM was proposed based on the analysis results. Then, a focus group approach was used to evaluate and validate the methodology. Findings The EBPIM consists of nine activities: preparation, selection, description, quantification, modeling, enactment, improvement opportunities selection, analysis and improvement and monitoring. The proposed methodology adopted the systematic and structured process of the DMAIC methodology by having one tollgate between every two activities to check the progress and authorize the team to go to the next activity. At the same time, it has the ability of the CBPM methodology to enhance the interaction between human activities and business process management systems (BPMS). Research limitations/implications The EBPIM was evaluated and validated by a focus group of academic professors. However, the main limitation of the proposed methodology is that it is still theoretical and needs to be empirically tested. Therefore, future work will focus on testing the EBPIM in different industries and organization sizes. Practical implications From the theoretical perspective, the proposed methodology adds value to the knowledge in the scope of business processes improvement methodologies (BPIMs) by integrating the DMAIC and the CBPM methodologies. It takes advantage of and combines the strengths of the DMAIC and CBPM methodologies. From the practical perspective, the proposed methodology presents a valuable tool that can facilitate the organization’s mission to improve the areas that need improvement using a systematic improvement methodology that will effectively enhance organizational performance (OP). Originality/value The BPIMs literature analysis proved that most of the reviewed methodologies could not support all phases of the business process improvement (BPI) activities. It was concluded that integrating the DMAIC and the CBPM methodologies is a novel approach. The proposed methodology will enhance the efficiency of both methodologies, fill the gaps that may exist in both of them and lead to better results in terms of BPI.

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“…Wiki or Blogs). Abuezhayeh et al (2021) developed a conceptual framework for improving the decision-making process through KM and BPM activities. Szelągowski and Berniak-Woźny (2019) analyzed both terms in depth under the heading “the inseparable connection between KM and BPM.” However, no prior studies have considered the use of BPMSs a KM tool.…”

Section: Introductionmentioning

confidence: 99%

“…These two paradigms are already integrated into the professional world, and they lead to productivity gains, higher efficiency and better quality of companies’ outputs. This is why academics have started to study the two concepts together (Abuezhayeh et al , 2021; Martín-Navarro et al , 2021a). Clearly, BPM in an organization must take into account the knowledge resources the organization possesses to ensure employees have access to the knowledge necessary to perform the specific tasks that are part of the processes (Bitkowska, 2020).…”

Section: Introductionmentioning

confidence: 99%

Determinants of BPMS use for knowledge management

Martín-Navarro

Sancho

Medina-Garrido

2023

JKM

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Purpose Companies are increasingly implementing business process management systems (BPMSs) to support their processes. However, there is a gap in the literature regarding whether users also use BPMSs to manage the knowledge needed for processes to be completed. This study aims to analyze the factors that cause users to use BPMSs to manage the knowledge required in business processes. Design/methodology/approach The paper proposes an original model that integrates two successful information system models applied to BPMSs and knowledge management systems. To test the hypotheses derived from this new model, data were collected from 242 mature BPMS users from 12 Spanish and Latin American companies. Structural equation modeling with AMOS was used to examine the model. Findings Users’ perceived usefulness of a BPMS when using it for knowledge management (KM) is the only factor influencing them to use it for KM. Practical implications This study has practical implications for managers wishing to successfully implement a BPMS to support processes and for employees to use the knowledge embedded in the tool. The latter will only happen if users perceive the tool’s usefulness for KM. Originality/value To the best of the authors’ knowledge, this model is the first empirically validated model to successfully analyze BPMS users’ tendency to use BPMSs as a tool to support necessary KM in processes.

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Integration between knowledge management and business process management and its impact on the decision making process in the construction sector: a case study of Jordan

Cited by 11 publications

References 43 publications

An investigation of how stakeholders influence construction project performance: a small and medium sized contractor’s perspective in the Jordanian construction industry

An investigation of how stakeholders influence construction project performance: a small and medium sized contractor’s perspective in the Jordanian construction industry

Developing an enhanced business process improvement methodology (EBPIM)

Determinants of BPMS use for knowledge management

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