Leveraging big-data for business process analytics

Vera-Baquero, Alejandro; Colomo‐Palacios, Ricardo; Stantchev, Vladimir; Molloy, Owen

doi:10.1108/tlo-05-2014-0023

Cited by 39 publications

(25 citation statements)

References 19 publications

(16 reference statements)

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“…Embedding BDA in BPMS may give "process participants better real-time situational awareness and the ability to tailor their responses appropriately" (Gao, 2013, p.4). According to Vossen (2013) and Vera-Baquero et al (2015), BDA capable BPMS need to be analytical, automatic, adaptive, and agile to leverage big data (Hill and Schulte, 2011;Gao, 2013) and this makes the system capable of advanced analysis while automatically processing data from several different business processes (Wamba and Mishra, 2017). Additionally, when applied to two or more related organizations, these systems may foster inter-organizational information exchange (Vera-Baquero et al, 2015).…”

Section: Big Data Business Process Management Systems and Ambidextrmentioning

confidence: 99%

Ambidextrous organization and agility in big data era

Rialti

Marzi

Silic

et al. 2018

BPMJ

100

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The aim of this research is to explore the effect of Big Data Analytics capable Business Process Management Systems (BDA capable BPMS) on ambidextrous organizations' agility. The ways in which the functionalities of BDA capable BPMS may improve organizational dynamism and reactiveness will be explored. Design: A theoretical analysis of the potential of BDA capable BPMS in increasing organizational agility, with particular attention to the ambidextrous organizations, has been performed. A conceptual framework was subsequently developed. Findings: The research proposes a framework highlighting the importance of BDA capable BPMS in increasing ambidextrous organizations' agility. Moreover, the authors apply the framework to the cases of consumer-goods companies that have included BDA in their processes management. Research limitations: The principal limitations are linked to the need to validate quantitatively the proposed framework. Practical implications: The value of the proposed framework can be found in its ability to help managers to fully understand and exploit the potentiality of BDA capable BPMS. Moreover, the implications show some guidelines to ease the implementation of such systems within ambidextrous organizations. Originality: The research offers a model to interpret the effects of BDA capable BPMS on ambidextrous organizations' agility. In this way, the research addresses a significant gap by exploring the importance of information systems for ambidextrous organizations' agility.

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Section: Big Data Business Process Management Systems and Ambidextrmentioning

confidence: 99%

Ambidextrous organization and agility in big data era

Rialti

Marzi

Silic

et al. 2018

BPMJ

100

View full text Add to dashboard Cite

show abstract

“…In the logistics industry, big data are used more widely than ever for supporting and optimizing operational processes, including supply chain management. Big data have been instrumental in developing new products and services, planning supply, managing inventory and risks, and providing customized services [26][27][28][29].…”

Section: Toward An Integrated Understanding Of Big Data Bda and Bimentioning

confidence: 99%

“…The growing interest in big data/BDA and rapid development in this area have strengthened BI as a decision support system, thereby promoting corporate management and enhancing business value by providing more valuable information to generate innovative ideas for new products and services. This has led to a rise in customer satisfaction, improved inventory and risk management, improved supply chain risk management, creation of competitive information, and provision of real-time business insights [26][27][28][29][40][41][42].…”

Section: In-depth Research Through Case Studiesmentioning

confidence: 99%

Integrated Understanding of Big Data, Big Data Analysis, and Business Intelligence: A Case Study of Logistics

Jin

Kim

2018

Sustainability

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Efficient decision making based on business intelligence (BI) is essential to ensure competitiveness for sustainable growth. The rapid development of information and communication technology has made collection and analysis of big data essential, resulting in a considerable increase in academic studies on big data and big data analysis (BDA). However, many of these studies are not linked to BI, as companies do not understand and utilize the concepts in an integrated way. Therefore, the purpose of this study is twofold. First, we review the literature on BI, big data, and BDA to show that they are not separate methods but an integrated decision support system. Second, we explore how businesses use big data and BDA practically in conjunction with BI through a case study of sorting and logistics processing of a typical courier enterprise. We focus on the company’s cost efficiency as regards to data collection, data analysis/simulation, and the results from actual application. Our findings may enable companies to achieve management efficiency by utilizing big data through efficient BI without investing in additional infrastructure. It could also give them indirect experience, thereby reducing trial and error in order to maintain or increase competitiveness.

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“…The experience of Toyota Motor USA and A.G. Lafley at P&G were already written as a history. However, the current and future role of Chief Digital Officer (CDO) at companies in the digital era will be still discussed further in the case of processing the big data for example [14]. Hence, the questions such as "Are persuading and shaping still relevant for CDOs compared to commanding in changing a company to be a learning organization?…”

Section: Discussionmentioning

confidence: 99%

Not Commanding But Persuading And Shaping That Make Learning Organization

Kristamuljana¹

2016

Proceedings of the 3rd International Seminar and Conference on Learning Organization (Isclo-15)

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generating a willingness to learn from an individual is not a straightforward task. The same applies to an organization which is a group of people that collectively try to achieve mutual and agreed objectives. Consequently, the strategic leaders who initiate the learning process should raise the "sense of urgency" inside the mind of the candidate learning partners at first as the main source of the need to shape their company to be a learning organization. In this respect the sense of urgency is: "The raising of energy within the strategic leaders so they committed to save their company". Secondly, the strategic leaders should continuously embed and develop learning and can-do attitude of the learning partners. Thirdly, the strategic leaders together with the learning partners should from time-totime evaluate the learning result by measuring the learner's firm competitiveness in the market. The current change in business landscape into the digital era has demanded organizations further to be a learning organization, particularly to have an ability to learn fast so that it can take the benefits of the first mover advantage. Based on the experience of many companies in the past twenty five years, they suggested that commanding people does not make a learning organization. Instead, it is by persuading and shaping that create a learning organization. Hence, strategic leaders can also identify the effective methods to persuade and to shape the companies to be a learning organization. The identified methods consist of three. Firstly, the strategic leaders who offer a high value challenge which is difficult to be turned down by the candidate of learning partners. Secondly, the learning partners are always accompanied by the strategic leaders. Thirdly, the strategic leaders continuously inspire the learning partners to actively seek for breakthrough which creates value. The result of this study suggested some research questions as a starting point for further research.

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Leveraging big-data for business process analytics

Cited by 39 publications

References 19 publications

Ambidextrous organization and agility in big data era

Ambidextrous organization and agility in big data era

Integrated Understanding of Big Data, Big Data Analysis, and Business Intelligence: A Case Study of Logistics

Not Commanding But Persuading And Shaping That Make Learning Organization

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