Interventions for the Co-creation of Inter-organizational Business Process Change

Smeds, Riitta; Lavikka, Rita; Jaatinen, Miia; Hirvensalo, Antero

doi:10.1007/978-3-319-22759-7_2

Cited by 4 publications

(6 citation statements)

References 23 publications

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“…It has been described as a participatory method for collaborative design of initiatives between academic and nonacademic stakeholders 37 . In this paper, we define co‐creation as “the collaborative approach of creative problem solving between diverse stakeholders at all stages of an initiative, from the problem identification and solution generation through to implementation and evaluation.” 38 Co‐creation has shown positive influences in education, 39,40 interorganizational cooperation, 41 creativity studies, 34,42 planning and development studies, 43 community‐based research, 31,44 sustainability of healthcare services 31,45 and health promotion 30 . The power of co‐creation includes the flexibility to adapt interventions to context including shared visions, plans, policies, initiatives, and regulatory frameworks 45,46 …”

Section: Introductionmentioning

confidence: 99%

Co‐creation of healthier food retail environments: A systematic review to explore the type of stakeholders and their motivations and stage of engagement

et al. 2022

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Objective: To synthesize peer-reviewed literature that utilize co-creation principles in healthy food retail initiatives.Methods: Systematic review of six databases from inception to September 2021.Screening and quality assessment were carried out by two authors independently.Studies were included if they were conducted in food retail stores, used a collaborative model, and aimed to improve the healthiness of the food retail environment.Studies excluded were implemented in restaurants, fast food chains, or similar or did not utilize some form of collaboration. Extracted data included the type of stakeholders engaged, level of engagement, stakeholder motivation, and barriers and enablers of the co-creation process.

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Section: Introductionmentioning

confidence: 99%

Co‐creation of healthier food retail environments: A systematic review to explore the type of stakeholders and their motivations and stage of engagement

et al. 2022

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“…for different departments (Chen et al, 2008;Smeds et al, 2015), a process change should not be driven by IT alone (Guha et al, 1997). In essence, managing the information between the departments and inter-operation and inter-coordination of the processes are essential.…”

Section: Enhancing Decisionmaking Of Itdmmentioning

confidence: 99%

Enhancing decision-making of IT demand management with process mining

Novak,

Pfahlsberger,

Bala

et al. 2023

BPMJ

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PurposeDigitalization, innovation and changing customer requirements drive the continuous improvement of an organization's business processes. IT demand management (ITDM) as a methodology supports the holistic governance of IT and the corresponding business process change (BPC), by allocating resources to meet a company's requirements and strategic objectives. As ITDM decision-makers are not fully aware of how the as-is business processes operate and interact, making informed decisions that positively impact the to-be process is a key challenge.Design/methodology/approachIn this paper, the authors address this challenge by developing a novel approach that integrates process mining and ITDM. To this end, the authors conduct an action research study where the researchers participated in the design, creation and evaluation of the approach. The proposed approach is illustrated using two sample demands of an insurance claims process. These demands are used to construct the artefact in multiple research circles and to validate the approach in practice. The authors applied learning and reflection methods for incrementally adjusting this study’s approach.FindingsThe study shows that the utilization of process mining activities during process changes on an operational level contributes to (1) increasing accuracy and efficiency of ITDM; (2) timely identification of potential risks and dependencies and (3) support of testing and acceptance of IT demands.Originality/valueThe implementation of this study’s approach improved ITDM practice. It appropriately addressed the information needs of decision-makers and unveiled the effects and consequences of process changes. Furthermore, providing a clearer picture of the process dependencies clarified the responsibilities and the interfaces at the intra- and inter-process level.

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“…In an integrated enterprise, the business processes are mainly fulfilled by two or more autonomous departments. However, there are some necessary inter-dependencies amongst these departments' business processes (Chen et al, 2008;Lodhi et al, 2013;Smeds et al, 2015). Larsen and Klischewski (2004) argue that inter-dependencies reduce the ability of business units/organisations for BPC because more challenges especially regarding human issues can arise.…”

Section: Inter-dependenciesmentioning

confidence: 99%

A framework for addressing the challenges of business process change during enterprise systems integration

Javidroozi

Shah

Feldman

2019

BPMJ

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Purpose Enterprise systems integration (ESI) is necessary for today’s business environment to access real-time data and quickly respond to fluctuating market demand. business process change (BPC) as a significant prerequisite of ESI encompasses various challenges that must be tackled by employing success factors, techniques and approaches. The purpose of this paper is to focus on BPC challenges and develop a conceptual framework for addressing BPC challenges in ESI. Design/methodology/approach BPC challenges and their success factors were first identified through a literature analysis. Then, the findings from the literature were thematically analysed and qualitatively validated through 35 unstructured interviews for developing the conceptual framework. Findings The findings from the literature suggested 17 BPC challenge along with their success factors. During the validation process, 15 BPC challenges were accepted by all interviewees, while most of the respondents disagreed with the two challenges of “consolidation of information system re-engineering with BPR”, and “customization”. Moreover, “risk” was suggested as a BPC challenge by several interviewees. Thus, the study offered a modified list of BPC challenges, which was empirically validated. Originality/value The study proposes a conceptual framework for addressing BPC challenges in ESI that enables enterprises to design their systems integration roadmap, based on an understanding of BPC challenges and their success factors, as well as supporting solution providers to develop solutions for effective and efficient BPC. Furthermore, the framework will act as a basis for BPC and developing a similar framework for other related contexts, such as smart cities.

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Interventions for the Co-creation of Inter-organizational Business Process Change

Cited by 4 publications

References 23 publications

Co‐creation of healthier food retail environments: A systematic review to explore the type of stakeholders and their motivations and stage of engagement

Co‐creation of healthier food retail environments: A systematic review to explore the type of stakeholders and their motivations and stage of engagement

Enhancing decision-making of IT demand management with process mining

A framework for addressing the challenges of business process change during enterprise systems integration

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