The CSFs, Quality Governance, BPR Performance and Gaining Competitive Advantage

Smith, Anne; Meade, Mary; Wolf, David A. Patterson Silver; Song, Jerry

doi:10.5539/ijbm.v8n24p48

Cited by 5 publications

(5 citation statements)

References 48 publications

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“…The critical challenges generated based on the responses from the project role groups belonging to the case organization highlighted the significance of the study. In particular, Mishra and Mishra (2011) pointed out that one of the main challenges specific to oil and gas is that the design, development, testing, and building of such complex interfaces are time-consuming (Smith, Meade, Wolf, & Song, 2013;Yen & Sheu, 2004). One of the significant challenges among the top 12 was interface issues, which highlighted this critical challenge in the oil and gas industry.…”

Section: Implications and Limitationsmentioning

confidence: 99%

Critical Challenges in Enterprise Resource Planning (ERP) Implementation

Menon¹,

Muchnick²,

Butler³

et al. 2019

IJBM

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This research paper explores critical challenges in Enterprise Resource Planning (ERP) implementation based on insights from an exploratory qualitative single case study in the Canadian Oil and Gas Industry. The study was conducted in a Canadian case organization using twenty interviews from members of four project role groups of senior leaders, project managers, project team members, and business users. The study further collected and reviewed project documents from the ERP implementation for triangulation. The research evoked a comprehensive list of sixty critical challenges and out of which, the top twelve challenges discussed in detail were drawn from the responses of participants from all four project role groups. The study findings indicated that critical challenges were significant during ERP implementation. This research is one of first case studies in the Canadian oil and gas industry that focuses on critical challenges in ERP implementation projects.

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Section: Implications and Limitationsmentioning

confidence: 99%

Critical Challenges in Enterprise Resource Planning (ERP) Implementation

Menon¹,

Muchnick²,

Butler³

et al. 2019

IJBM

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“…Likewise, Smith et al (2013) found that BPR studies conducted by Edward and Mbohwa (2013). Fu et al (2013) reported that to implement BPR successfully, leadership needs to create a culture that embraces change.…”

Section: Literature Reviewmentioning

confidence: 93%

“…From the above discussions, it is evident that both TQM and BPR are linked to knowledge, leadership, organizational culture and organizational learning (Arh and Blazic, 2012; Al-Bourini et al , 2013; Smith et al , 2013). These researchers also confirm that knowledge, leadership, organizational culture and organizational learning can change during the BPR and TQM implementation.…”

Section: Literature Reviewmentioning

confidence: 99%

Culture driven regeneration (CDR): a conceptual business improvement tool

Mahadevan

2017

TQM

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Purpose The purpose of this paper is to present the research carried out on a conceptual approach in business improvement termed as culture driven regeneration (CDR). The research positions CDR as business improvement tool that leverages organizational learning, organization culture and corporate knowledge in implementing changes. The CDR concept is positioned half way between business process re-engineering (BPR) that thrives on radical design and process changes, and total quality management (TQM) that takes the slow and incremental approach to improvement. CDR regenerates the processes in the journey to business improvement. Design/methodology/approach A structured and a comprehensive literature review were carried out on BPR and TQM in the context of leadership, organization learning, organizational learning and corporate knowledge. The review confirmed that TQM and BPR are connected to the four areas. This connection led to the conceptualization that organizations deploy culture and corporate knowledge to drive business improvement. Organization culture and knowledge was quantified based on previous research in this area and methods applied in other research studies relating to benchmarking. There are no empirical analyses included in this paper, however knowledge and culture were given scores in illustrating the CDR concept. Findings This conceptual paper has pointed out that organization culture, knowledge, organizational learning and leadership are important components of a business improvement tool such as BPR and TQM. The CDR concept leverages those components and draws on the organization’s corporate culture to enable change. Research limitations/implications Additional empirical studies are required on various types of industries, organization cultures, organization structures and professions to establish more robust scores for knowledge and culture applied in the CDR concept. The concept could be further expanded into a framework that could be applied across a number of industries. Originality/value The CDR concept is a business improvement tool that enables organizations to leverage their existing culture in driving change. The concept is built up on the existing relationship BPR and TQM has with organization learning, organization culture, corporate knowledge and the quantification of culture and knowledge.

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“…Additional insights on how BPM training can be leveraged as a competitive advantage over competitors, and benchmarking of BPM training, are areas that could shed more light to the varied uses of BPM training. Some authors have regarded training as having an important link to HRM aspects such as knowledge creation (Birasnav and Rangnekar, 2010), diminishing resistance to change (Smith et al, 2013), increasing the levels of people's readiness for business process reengineering (Habib, 2013), in enhancing peoples' attitude to change (Margherita and Petti, 2010) and in embedding BPM cultural values into an organization (Schmiedel et al, 2013). It is also regarded as a success factor for change projects (Baumöl, 2015), business process outsourcing (Mahmoodzadeh et al, 2009) and process-based management (Balzarova et al, 2004, as cited in Willaert et al, 2007.…”

Section: Papermentioning

confidence: 99%

What do we know about business process management training? Current status of related research and a way forward

Thennakoon

Bandara

French

et al. 2018

BPMJ

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Purpose There is wide acknowledgment that training people from all levels of an organization in process management activities and “process thinking” is a major contributor to the success or failure, and sustainability of business process management (BPM). BPM training is provided in almost all BPM initiatives and involves the investment of valuable financial, human, information and other resources. However, little research has focused on this area. As a result, there is a lack of guidance for organizations in conducting value adding BPM training. The purpose of this paper is to consolidate the current published knowledge on BPM training in the form of a descriptive literature review to paint a picture of the existing work, identify gaps and propose a program of work for the future. Design/methodology/approach A structured descriptive literature review was conducted to understand the current status of literature on training in the domain of BPM. Of an initial search of 90 publications, 64 publications, published between 1994 and 2015, were filtered and reviewed based on their relevance to answer the research question: What has BPM literature mentioned of training people for BPM? This study proposes a research agenda based on this. A grounded theory coding approach was employed, where NVivo 10 was used as a tool to support the analysis. Findings A total of 234 codes (representing emerging themes) were inductively identified from the data. These codes were further analyzed, resulting in eight core themes pertaining to training in the BPM context. Research limitations/implications The paper presents a vivid descriptive overview of the current status of research in BPM training identifying gaps in the literature and presents a research agenda which supports a call for action. Originality/value The paper is the first known of its kind to compile the status of literature focused on BPM training and recommend a research agenda based on such.

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The CSFs, Quality Governance, BPR Performance and Gaining Competitive Advantage

Cited by 5 publications

References 48 publications

Critical Challenges in Enterprise Resource Planning (ERP) Implementation

Critical Challenges in Enterprise Resource Planning (ERP) Implementation

Culture driven regeneration (CDR): a conceptual business improvement tool

What do we know about business process management training? Current status of related research and a way forward

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