The knowledge and process continuum

Szelągowski, Marek; Berniak-Woźny, Justyna

doi:10.1002/kpm.1611

Cited by 11 publications

(13 citation statements)

References 64 publications

(83 reference statements)

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“…In accordance with the proposal to classify processes, depending on the dynamism of execution, the entire process spectrum should be divided into four main types of processes (Kemsley, 2011;Di Ciccio et al, 2015;Szelągowski and Berniak, 2019b):…”

Section: Business Process Managementmentioning

confidence: 99%

“…Table I presents an analysis of the variability of the significance of BPs (Zelt et al, 2018a;Zelt et al, 2018b) for processes of a different nature (Kemsley, 2011;Di Ciccio et al, 2015;Szelągowski and Berniak, 2019b).…”

Section: Knowledge and Process Dimensionsmentioning

confidence: 99%

“…A considerable number of scholars are increasingly stressing the lack of a theoretical reflection; primarily in regard to the holistic approach to BPM and the necessity of the integration of its implementations with knowledge management (KM) (Nielsen, 2006;Isik et al, 2012;Belaychuk, 2011; Knowledge and process dimensions 271 Pucher, 2012;Klun and Trkman, 2016;Szelągowski, 2019). As studies show, at present traditionally understood, repeatable, sequentially executed business processes (BPs) comprise only from 20 to 40 per cent of all processes in organizations, operating in the Knowledge Economy (KE, also named: knowledge-based economy) and this percentage is steadily falling (Pucher, 2012;Olding and Rozwell, 2015;Szelągowski and Berniak, 2019b). For this reason, it is becoming increasingly more essential to formulate a theoretical concept expanding traditional BPM, which would also enable the effective management of semistructured and unstructured processes (Marjanovic and Freeze, 2011;Davenport, 2015;Hammer, 2015;Zelt et al, 2018a;Zelt et al, 2018b;Szelągowski, 2019).…”

Section: Introductionmentioning

confidence: 99%

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The knowledge and process dimensions

Szelągowski

2020

VJIKMS

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Purpose The aim of this article is to present the relationship between the nature of business processes (BPs) and the nature of knowledge used in the course of their execution on the basis of an analysis of the relevance of different dimensions of BPs. The conclusion presented herein points to the inextricable relationship between business process management (BPM) and knowledge management (KM) in the knowledge economy (KE). Design/methodology/approach The paper is conceptual in nature and is grounded in the theories of BPM and KM. Findings The article analyses the significance of the changing nature of BPs for particular dimensions of BPs, as well as the relationships between the nature of BPs and the kinds of knowledge used in subsequent stages of the BPM Lifecycle. These relationships, which are primarily tied to the dimensions of BP Unpredictability and Knowledge-intensity, should be taken into account in each element of the BPM ecosystem to a larger degree, the larger the significance of processes which require dynamic management in an organization. Research limitations/implications The article is a contribution to the theoretical reflection on the holistic approach to BPM. It expressly points to the inevitable necessity of integration (dynamic) BPM with KM, with the exception of the specific case of traditional BPM, which encompasses structured BPs. This integration requires us to take into account the influence of KM in virtually all of the elements of the BPM ecosystem. Practical implications The article points to the necessity of researching the nature of executed and managed BPs as early as in the course of preparing the organization to implement BPM in the KE. The aim is to select and/or adapt implementation methodologies and systems, supporting BPM in the organization to the real BPs nature. The analysis presented in the article on the dimensions of BPs points to the particular significance of the method of adjusting elements of the BPM ecosystem in the execution and analysis and diagnosis stages of the BPM lifecycle. Originality/value The article presents an original view of the interrelations between BPM and KM in the knowledge intensive organizations (KIOs) in the KE.

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Section: Business Process Managementmentioning

confidence: 99%

Section: Knowledge and Process Dimensionsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The knowledge and process dimensions

Szelągowski

2020

VJIKMS

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“…The dynamics of change in the business environment translate into variability of intraorganizational processes. Knowledge workers, albeit talented, thus have to meet increasing pressures in adjusting these processessomething that must be done, in line with the Active Case Management (ACM) concept (Szelągowski, 2020;Osuszek and Stanek 2015), on an ongoing basis. The acquisition and retention of such employees is associated with a need to assess their personality and motivators in an effort to best match talents to the organizational settings and to build effective development personal plans.…”

Section: Introductionmentioning

confidence: 99%

The Application of IT Tools in Assessing Employees’ Personality and Motivation

Stanek¹,

Sabat²

2021

ERSJ

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Purpose:The paper aims to explore the applicability of information technologies in assessing employee personalities and motivations, outline the evolution trajectories of relevant IT tools, and report experiences with their application methodologies. Design/Methodology/Approach: The paper presents the findings of research on the applicability of IT support tools in determining employees' personality and motivation. The research methods included primarily Development and Assessment Center A&DC, and literature studies. The following techniques were used, interview, participant observation, role play, self-reflection sheet, feedback, and cause-and-effect analysis. The following psychometric tools were also employed: Hogan Systems, Test Intentio Consensio, Thalento. Findings: The proliferating applications of psychometrics are bilaterally tied to progress in related research. Evolution trajectories of considered tools lead toward the embracement of BI, AI, IT ontologies. A&DC methodology should be developed in parallel. Practical Implications: The metaplan technique utilized by the authors compares business practice (what is it like?), as demonstrated by case studies, against a research model (what should it be like?). The resulting recommendations are given.Originality/value: The paper seeks to make a contribution to the methodology foundations for the application of information technology in support of employee personality and motivation assessment, and to indicate paths for the evolution of relevant tools. Identification of user requirements is followed up by a set of practical recommendations, based on descriptors and selection criteria, concerning the use of such tools in organizational settings, with a special focus on the needs of HR knowledge workers.

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“…Specifically, the categorization of processes belongs to a continuum ranging from highly structured processes to completely unstructured ones (Di Ciccio et al, 2015; Szeligowski & Berniak‐Wozny, 2019; van der Aalst, 2016). Most relevant examples of unstructured processes are found in the service sector where service delivery is fully customer‐centric, as for instance occurs in healthcare operations.…”

Section: Introductionmentioning

confidence: 99%

A process mining methodology for modeling unstructured processes

Stefanini

Aloini

Benevento

et al. 2020

Knowl Process Manag

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The effective representation of business processes is widely recognized as a critical task in Business Process Management (BPM). Unfortunately, the complexity of unstructured processes makes process modeling extremely challenging and limits the suitability of traditional model‐driven approaches, which appear considerably less effective and efficient. Nevertheless, most of the recent and promising data‐driven approaches dealing with unstructured processes are not yet completely developed and typically fail to provide an adequate procedural process model. This study proposes a novel process mining‐based methodology to achieve a significant process model when unstructured processes occur. Specifically, the method assesses and combines the outcomes of different process mining algorithms by evaluating the process model through appropriate quality parameters (i.e., accuracy and comprehensibility). The final output of the method corresponds to a unitary procedural process model that is mathematically computable, evaluable through objective quality metrics, comparable with other process models, convertible to other model languages, and usable for supporting BPM activities. Finally, a real case study of an Italian hospital is presented to verify the applicability of the proposed methodology.

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The knowledge and process continuum

Cited by 11 publications

References 64 publications

The knowledge and process dimensions

The knowledge and process dimensions

The Application of IT Tools in Assessing Employees’ Personality and Motivation

A process mining methodology for modeling unstructured processes

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