Measuring Business Process Management using business process orientation and process improvement initiatives

Abstract

Purpose Past research examining Business Process Management (BPM) mainly focussed on either process alignment, business process orientation (BPO) or process improvement initiative (PII) constructs. However, based on the definition of BPM by Zairi (1997) and Lee and Dale (1998), BPM comprises all the elements of process alignment, BPO and PII. Hence, the purpose of this paper is to present a total view of measuring BPM through combining BPO and PIIs. Design/methodology/approach Quantitative research technique was applied for this study. The study was carried out in Malaysia. Close-ended survey instrument was administered to a large number of organisations. Findings The findings revealed that the elements of BPM cover both process management as well as process improvements. Originality/value The findings from this study is important for practitioners to regard continuous improvement as a component of BPM practice.

Analisis Karakteristik Pemilik Terhadap Kesiapan Teknologi Informasi Pada Usaha Makanan Dan Minuman

“…Seiring dengan waktu tingkat BPM dalam organisasi dievaluasi dengan mengukur tingkat orientasi proses. Atribut kunci dari organisasi yang berorientasi pada proses adalah adanya desain proses bisnis end-to-end dan disiplin untuk mengukur dan mengelola hasil proses yang diarahkan pada sasaran pelanggan daripada tujuan fungsional [20]. Orientasi proses masih belum diakui sebagai disiplin independen, melainkan merupakan konsep generik dari banyak filosofi manajemen yang menggunakan perspektif proses untuk memperbaiki kinerja bisnis.…”

Knowledge-oriented business process management as a catalyst to the existence of network organizations

“…This concept was continued by Deming, who showed in a flow diagram the links between organizations from the customer to the supplier as a process that can be measured and improved, as is the case in production processes where an even better solution is sought (Deming, 1986;McCormack & Johnson, 2001). Business process orientation allows organizations to think together as one unit to increase efficiency in meeting customer needs (Nadarajah & Kadir, 2016).…”

Understanding How IT Capability Impacts Sustainable Competitive Advantage through Business Process Management

“…In today's environment, process management and improvement initiatives are seen as means of creating competitiveness (Goldkuhl & Lind, 2008;Lee & Dale, 1998;Zairi, 1997). This research views BPM within the perspectives of Business Process Orientation (BPO) (McCormack, 2001) and Process Improvement Initiatives (PII) to create a holistic view of BPM, encompassing its management aspects as well as its improvement aspects (Goldkuhl & Lind, 2008;Lee & Dale, 1998;Nadarajah & Kadir, 2016;Zairi, 1997). Past research on BPM has primarily been concerned with its effect on organisational performance.…”

“…The main objective of this research was to investigate the mediating effect of BPM on the relationship between IT Capability and SCA (Trkman, 2010), based on Nadarajah and Kadir's (2016) suggestion to examine the concept of BPM (comprising BPO and PII) and its impact on SCA (McCormack, 2001;Skrinjar et al, 2008;Trkman, 2010). With respect to IT Capability, scholars have called for future studies to understand the full connection between IT Capability and organisational performance, as well as how IT Capability can be leveraged to increase competitiveness (Aral & Weill, 2007).…”