The BPM lifecycle

Bernardo, Ronaldo; Galina, Simone Vasconcelos Ribeiro; Pádua, Silvia Inês Dallavalle de

doi:10.1108/bpmj-12-2015-0175

Cited by 19 publications

(12 citation statements)

References 42 publications

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“…However, to all brand stakeholders agree to use it, the established brand identity should be suitable to represent all of them, which is a major challenge for brands with multiple partners (Lourenção et al, 2018). To reduce this difficulty, BPM indicates the importance of the control and monitoring task (Bernardo et al, 2017). Therefore, it is important to compare the results obtained with the previously planned objectives and also to consider the suggestions of the stakeholders in the managers' decisions to continually improve the brand and ensure that all stakeholders feel well represented (Bernardo et al, 2017;Lourenção et al, 2018).…”

Section: Bij 311mentioning

confidence: 99%

“…To reduce this difficulty, BPM indicates the importance of the control and monitoring task (Bernardo et al, 2017). Therefore, it is important to compare the results obtained with the previously planned objectives and also to consider the suggestions of the stakeholders in the managers' decisions to continually improve the brand and ensure that all stakeholders feel well represented (Bernardo et al, 2017;Lourenção et al, 2018).…”

Section: Bij 311mentioning

confidence: 99%

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Business process management applicability to destination country-brand management

Miyamaru

Lourenção

Pádua

et al. 2023

BIJ

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PurposeThis study aims to analyze the business process management (BPM) applicability to a destination country-brand of a Latin American developing country and present a new process model for it.Design/methodology/approachThis is a qualitative exploratory study whose unit of analysis is the BPM applicability to the destination country-brand of a Latin American developing country. Primary data were obtained through in-depth interview with the developing country's tourism international promotion agency. The secondary data were government reports and research papers on country-brand studies. Data analysis was carried out using stakeholder business context model, architecture processes, pain/gain matrix and BPMN for modelling.FindingsThe results present a new process model for country-brand management to reduce existing barriers. Three steps were carried out: analysis and modelling of the current processes of country-brand management; presentation of the current processes' problems and analysis and modelling of future processes country-brand management.Research limitations/implicationsA theoretical contribution is provided in the literature on processes and country-brands since no previous studies relate these concepts and present a process-oriented management analysis for country-brands.Practical implicationsThe main practical contribution was to identify the country-brand management problems, propose solutions to them and generate a new process model for country-brands that can be used as a managerial tool for national tourism organizations to improve their brands.Originality/valueThe present study is original as it approaches the first analysis of country-brand development with an emphasis on its process management.

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Section: Bij 311mentioning

confidence: 99%

Section: Bij 311mentioning

confidence: 99%

Business process management applicability to destination country-brand management

Miyamaru

Lourenção

Pádua

et al. 2023

BIJ

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“…In the present study, the proposed framework identifies the main constructs involved in the realization of process flexibility, supports data collection in the interviews, and serves to synthesise the research contributions. The proposed framework (Figure 1) is grounded on the BPM lifecycle, which covers a set of BPM undertakings that cut across almost every process realization (Bernardo, Galina, & de Pádua, 2017;de Morais, Kazan, de Pádua, & Costa, 2014). We consider three stages of the BPM lifecycle: analysis, design/modelling, and enactment/execution (we note that to decrease the extent and complexity of our research, we do not consider process monitoring/improvement).…”

Section: Conceptual Framework Of Researchmentioning

confidence: 99%

Using Process Stories to Foster Process Flexibility: The Experts’ Viewpoint

Thuan

Hoang

Nkhoma

et al. 2022

AJIS

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Process flexibility is essential for organizations coping with uncertainty, emergence, and change. In this study, we research how process stories may lessen friction in realizing flexible processes. We use friction as a metaphor, which characterizes the realization of flexible processes as handling two opposing forces: one pushes towards flexibility while the other pulls against flexibility. Using in-depth interviews with BPM experts as a data-gathering technique, we provide insights into the dynamics of friction in the BPM lifecycle. We also provide empirical evidence about the capability of process stories to lessen friction in realizing flexible processes. This research contributes to understand the context where process stories may be most fit to realize process flexibility and adds knowledge about practical complaints experienced by BPM experts when realizing process flexibility.

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“…In a fast-changing business environment, the degree of innovation and competitive advantage of SC partners is based on the decision to develop new business processes (Bernardo et al, 2017) as well as to exploit and share knowledge (Wong and Wong, 2011). CPFR enables partners to share promotional and sales data to craft inventory plans (Yao et al, 2013).…”

Section: Mediation Relationship Of Scic In the Presence Of Spfr And Scpmentioning

confidence: 99%

Enhancing supply chain performance through collaborative planning, forecasting, and replenishment

Singhry

Rahman

2018

BPMJ

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Purpose Despite the importance of collaborative planning, forecasting, and replenishment (CPFR), its influence on supply chain innovation capability (SCIC) and supply chain performance (SCP) has not been sufficiently examined. The purpose of this paper is to examine the antecedence of SCP through CPFR and SCIC. Design/methodology/approach Through cluster and stratified random sampling, 286 responses from top managers of 1,574 Nigerian manufacturing companies were analyzed. Data analysis was performed using structural equation modeling with AMOS graphics. Findings The results show that SCIC has a full mediating effect on the relationship between CPFR and SCP. Specifically, CPFR has a significant relationship with both SCP and SCIC, and SCIC also relates significantly to SCP. Practical implications This study offers implications for manufacturers in developing countries in general, and in Nigeria in particular, by providing a guideline on how to improve SCP through CPFR. Originality/value The paper contributes to the limited studies on CPFR and SCP by extending this line of study into the realm of innovation capability and innovation. It integrates the social exchange theory and the dynamic capabilities theory to examine the collaborative processes of CPFR in the supply chain context. This study stressed the importance of boundary theoretical spanning by extending CPFR and SCP into the domain of innovation capability.

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The BPM lifecycle

Cited by 19 publications

References 42 publications

Business process management applicability to destination country-brand management

Business process management applicability to destination country-brand management

Using Process Stories to Foster Process Flexibility: The Experts’ Viewpoint

Enhancing supply chain performance through collaborative planning, forecasting, and replenishment

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