Understanding the nature of processes: an information-processing perspective

Zelt, Sarah; Schmiedel, Theresa

doi:10.1108/bpmj-05-2016-0102

Cited by 25 publications

(25 citation statements)

References 103 publications

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“…This paper supports the latter option because of the apparent reality about the inherent complexity in today's business world. A developing economy, such as Nigeria, requires continuous modification or re-invention of accepted leadership style/s, to match these complexities ( Lichtenstein, 2000 ; Liamputtong and Ezzy, 2005 ; Lichtenstein et al., 2006 ; Walby, 2007 ; Zelt et al., 2017 ).…”

Section: Leadership and Complexity In Private Businesses Practicementioning

confidence: 99%

Addressing operational complexities through re-inventing leadership style: A systemic leadership intervention

Ufua

Salau

Ikpefan

et al. 2020

Heliyon

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This research investigates leadership practice in private organisations in Nigeria. It focuses on learning about the application of leadership styles to address operational complexities in organisations. The research is based on a case study of a commercial livestock farm in Nigeria using systemic intervention as the methodology. Data collection tools, such as a workshop, semi-structured interviews, boundary setting and participant observation, were applied. Key leadership issues identified in the case study were addressed via the creation of an effective approach from different leadership underpinnings. Part of the findings is the difficulty in sustaining the implementation of a particular leadership style(s) due to unstructured nature of complexities involved in the determination of suitable leadership style at different stages of the research. The research wrapped up with the suggestion for further research on systemic leadership intervention to consider exploring the public sector, as well as the need to further review on the use of CATWOE in the research process, to avoid the occurrence of marginalisation in its apllication.

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Section: Leadership and Complexity In Private Businesses Practicementioning

confidence: 99%

Addressing operational complexities through re-inventing leadership style: A systemic leadership intervention

Ufua

Salau

Ikpefan

et al. 2020

Heliyon

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“…It is described as business process management (BPM). Among all the business processes of a company, the core business processes contribute to company performance the most (Thennakoon et al, 2018;Zelt et al, 2018). If the core processes are innovative, this will be reflected in the performance of the company (Thennakoon et al, 2018;Gošnik, 2019aGošnik, , 2019b.…”

Section: Introductionmentioning

confidence: 99%

“…Business processes of a company can be classified into operating (core) processes (vision and strategy development, products and services development, selling, delivery, customer service) and management/support processes (development of human capital, managing IT, managing finances, assets, risks, relationships and managing business capabilities) (APQC, 1992). Among all the business processes of a company, the core business processes contribute to company performance the most (Thennakoon et al, 2018;Zelt et al, 2018). Core process management involves both: interests of customers, suppliers, employees; and instrumental aspects (interest of company owners and managers) (Tav car, 2009;Burlton, 2010;Vom Brocke et al, 2014;Trkman et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

Business process management and risk-adjusted performance in SMEs

Gošnik

Stubelj

2021

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Purpose This paper aims to examine the relationship between business process management (BPM) and company performance. The research focuses on the instrumental aspect of core business processes and its controlling activities in small and medium-sized companies (SMEs) to identify the relationship to company performance. Design/methodology/approach The results presented in this paper are based on a survey of Slovene SMEs. A questionnaire was distributed to 3007 SMEs via e-mail and a response rate of 5.42% was achieved. The financial data of companies over a six year period as derived from the publicly available financial reports of SMEs along with an industry-specific financial risk measure and other financial data were used for the company risk-adjusted performance measures of relative residual income (ROE-r) and risk-adjusted ROE (ROE-a) calculation. Findings The results show that instrumental aspects of core business process controlling activities are related to risk-adjusted company performance measures ROE-r and ROE-a. Companies with lower ROE-r and ROE-a have been perceived to be more focused on the instrumental aspect of BPM. Presumably due to the small sample, the results of a non-parametric Mann–Whitney U test did not statistically confirm the developed hypothesis: “the instrumental aspect of controlling as a core process management activity has a statistically significant impact on company risk-adjusted performance measures such as ROE-r and ROE-a.” Despite this, the results show a possible negative correlation between risk-adjusted performance measures and BPM, which opens possibilities for further research. Research limitations/implications The main limitation of the purposed study model is that the paper have studied only control activities of core business processes and relate it to company risk-adjusted performance measures. The study has been limited by the SME sample and the use of a survey as a research instrument. An additional limitation of the research is the degree of reliability implied by the assumptions of the models used to estimate the required return on equity and risk. Results concern investors, managers and practitioners to start BPM improvement initiatives, to set BPM priority measures and to set priority management decisions and further actions. Originality/value This paper presents the unique findings from an investigation of the instrumental aspects of BPM practices and their relationship to company risk-adjusted performance measures in SMEs. This paper developed a measurement instrument for measuring the instrumental aspects of BPM use. An additional original contribution is the use of company risk-adjusted performance measures such as ROE-r and ROE-a, which take into account the required profitability of companies in different industries according to the risk and allows comparable results of companies from different industries. The approach is innovative and interesting as regards researching the factors that affect the profitability of companies that operate in different industries.

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“…Furthermore, one of the most important problems in the process improvement methodologies refers to the process feature selection (Darmani & Hanafizadeh, ). In this regard, Zelt, Schmiedel, and vom Brocke () stated that previous process management approaches considered only a few characteristics to identify the behavior of processes. Although, it is necessary to identify several features for evaluating the behavior of processes.…”

Section: Introductionmentioning

confidence: 99%

“…In this regard, Zelt, Schmiedel, and vom Brocke (2018) stated that previous process management approaches considered only a few characteristics to identify the behavior of processes. Although, it is necessary to identify several features for evaluating the behavior of processes.…”

Section: Introductionmentioning

confidence: 99%

Applying clustering and classification data mining techniques for competitive and knowledge‐intensive processes improvement

Khanbabaei

Alborzi

Sobhani

et al. 2019

Knowl Process Manag

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Processes as one of the valuable knowledge resources can create sustainable competitive advantages in organizations. There is a large number of processes in organizations. They generate a high volume of process data that leads to the high‐dimensionality problems, complex relationships, dynamic changes, and difficulties in the understanding of the process by human resources. Traditional process improvement methodologies have weaknesses in environment with the large number of processes. Data mining techniques can support process improvement in this environment. They can recommend the improvement suggestions through extracting valuable patterns from a high volume of the process dataset. Recently, knowledge‐intensive processes have been increasingly concentrated in the field of process improvement. These types of processes can induce a competitive behavior over the other processes. The main problem is the improvement of competitive and knowledge‐intensive processes in a high volume of process dataset. The main purpose of this paper is to present a model to identify the behavior of competitive and knowledge‐intensive processes and recommend improvement suggestions. For this purpose, data mining techniques are applied to extract valuable patterns hidden in a high volume of process dataset. In this regard, K‐means clustering and C5 classification algorithms are applied to extract valuable patterns. A real process dataset was used to evaluate the effectiveness and applicability of the model. The results confirmed that the proposed model can apply data mining techniques to support competitive and knowledge‐intensive process improvement in a high volume of process dataset.

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Understanding the nature of processes: an information-processing perspective

Cited by 25 publications

References 103 publications

Addressing operational complexities through re-inventing leadership style: A systemic leadership intervention

Addressing operational complexities through re-inventing leadership style: A systemic leadership intervention

Business process management and risk-adjusted performance in SMEs

Applying clustering and classification data mining techniques for competitive and knowledge‐intensive processes improvement

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