Abstract: The evolution of quality management by companies was strongly enabled by, among others, ISO 9001 certification, which is considered a crucial requirement for several customers. Likewise, performance measurement provides useful insights for companies to identify the reflection of their decision-making process on their improvement. One of the most used performance measurement models is the balanced scorecard (BSC), which uses four perspectives to address a firm’s performance: financial, internal process, customer satisfaction, and learning and growth. Since ISO 9001 certified firms are likely to measure their performance through BSC approach, it is important to verify whether the certificate influences the firm performance or not. Therefore, this paper aims to verify the impact of ISO 9001:2015 on Brazilian firms’ performance based on the BSC perspective. Hence, nine certified companies located in the Southeast region of Brazil were studied through a multiple case study approach. Within this study, it was possible to identify the positive impact of ISO 9001 on firms’ overall performance, and four Critical Success Factors (CSFs) were identified as relevant on the linkage among ISO 9001 and firms’ performance: employee involvement, top management, process management, and customer focus. Due to the COVID-19 pandemic, the number of interviews was limited to the quality manager specialist, and the sample was limited since several companies were closed during the period of the study. This study presents an in-depth analysis of how the relationship between ISO 9001 certification and firms’ performance in a developing country is.
Abstract: Today, digital transformation is one of the leading topics that occupy the attention of scientific circles and business experts. Organizational success is most often reflected through the successful managing of business processes. Given the growing market for digital innovations and its ever-increasing impact on business, organizations need to be prepared for organizational changes that come with the digital era. In order to maintain their competitive advantage in the global market, organizations must adapt their processes to new digitalization conditions. The main goal of this study is to point out the link between the digital transformation and the business process management concept. Therefore, in order to contribute to the scientific field that explores the potential relation between business process management concept and digital transformation, a literature review has been conducted. Papers have been searched within the Business Process Management Journal by keywords related to the term digital transformation. Selected papers have been analyzed according to the topic, type of publication, year of publication, keywords, etc. The results reveal a growing number of papers published on the topic of digital transformation to the Business Process Management Journal, but the lack of case studies. This paper contributes to the extension of academic literature in this important, yet insufficiently researched, scientific field that creates the bond between two strong concepts of digital transformation and business process management.
Abstract: Business process management (BPM) is widely used approach focused on designing, mapping, changing, managing and analyzing business processes of an organization, which eventually leads to better performance and derives many other benefits. Since every organization strives to improve its performance in order to be sustainable and to remain competitive on the market in long-term period, numerous organizations are nowadays adopting and implementing BPM. However, not all organizations are equally successful in that. One of the ways of measuring BPM success is by measuring its maturity by calculating Process Performance Index (PPI) using ten BPM success factors. Still, although BPM is a holistic concept, organizational culture is not taken into consideration in calculating PPI. Hence, aim of this paper is twofold; first, it aims to explore and analyze the current state of BPM success factors within the big organizations from Slovenia, Croatia, and Austria and second, it aims to analyze the structure of organizational culture within the observed companies, focusing on the link with BPM success factors as well. The presented study is based on the results of the questionnaire conducted as the part of the PROSPER project (IP-2014-09-3729) and financed by Croatian Science Foundation. The results of the questionnaire reveal differences in the achieved levels of BPM success factors and therefore BPM maturity in total between the three observed countries. Moreover, the structure of organizational culture across three countries also differs. This paper discusses the revealed differences between countries as well as the link between organizational culture and BPM success factors.
Abstract: Digital transformation is one of the latest trends on the global market. In order to maintain the competitive advantage and sustainability, increasing number of organizations are conducting digital transformation processes. Those organizations are changing their business processes and creating new business models with the help of digital technologies. In that sense, one should also observe the role of business process management (BPM) and its maturity in driving digital transformation. Therefore, the goal of this paper is to investigate the role of BPM in digital transformation process within one organization. Since experiences from practice show that organizations from financial sector could be observed as leaders in digital transformation, an insurance company has been selected to participate in the study. That company has been selected due to the high level of its BPM maturity and the fact that it has previously been through a digital transformation process. In order to fulfill the goals of the paper, several interviews, as well as questionnaires, have been conducted within the selected company. The results are presented in a form of a case study. Results indicate that digital transformation process within the observed company has been successful, with special focus on the development of digital strategy, BPM and change management. The role of BPM in the digital transformation of the observed company is further discussed in the paper.
Abstract: Due to the constant development of measurement systems and the aim for computerization, unavoidable improvements are made for the main disadvantages of air gauges. With the appearance of the air-electronic measuring devices, some of their disadvantages are solved. The output electrical signal allows them to be included in the modern systems for measuring information processing and process management. Producer efforts are aimed at reducing the influence of supply pressure and measurement system setup errors. Increased accuracy requirements and preventive error measures are due to the main uses of air electronic systems - measurement of geometric dimensions in the automotive industry where they are applied as modules in measuring systems to measure geometric parameters, form, orientation and location of the elements.
Abstract: Requirement Engineering (RE) is a part being created for programming structure during the software development lifecycle. Software product line development is a new topic area within the domain of software engineering. It also plays important role in decision making and it is ultimately helpful in rising business environment for productive programming headway. Decisions are central to engineering processes and they hold them together. It is argued that better decisions will lead to better engineering. To achieve better decisions requires that they are understood in detail. In order to address the issues, companies are moving towards Software Product Line Engineering (SPLE) which helps in providing large varieties of products with minimum development effort and cost. This paper proposed a new framework for software product line and compared with other models. The results can help to understand the needs in SPL testing, by identifying points that still require additional investigation. In our future scenario, we will combine this model in a controlled environment with industrial SPL projects which will be the new horizon for SPL process management testing strategies.
Abstract: In recent few decades, business process management (BPM) has been in focus of a great number of researchers and organizations. There are many benefits derived from the implementation of BPM in organizations. However, there has been also noticed that lately traditional BPM faces some difficulties in terms of the divide between models and their execution, lost innovations, lack of information fusioning and so on. As a result, there has been a new discipline, called social BPM, which incorporates principles of social software into the BPM. On the other hand, many researchers indicate organizational culture as a vital part of the BPM success and maturity. Therefore, the goal of this study is to investigate the current state of BPM maturity and the usage of social BPM among the organizations from Croatia, Slovenia and Austria, with the regards to the organizational culture as well. The paper presents the results of a survey conducted as part of the PROSPER project (IP-2014-09-3729), financed by Croatian Science Foundation. The results indicate differences in the level of BPM maturity, the usage of social BPM and the dominant organizational culture in the observed organizations from different countries. These differences are further discussed in the paper.
Abstract: In modern conditions, scientific judgment of problems in developing mechanisms of value creation and risk management acquires special relevance. Formation of economic knowledge has resulted in the constant analysis of consumer behavior for all players from national and world markets. Effective mechanisms development of the demand analysis, crucial for consumer's characteristics of future production, and the risks connected with the development of this production are the main objectives of control systems in modern conditions. The modern period of economic development is characterized by a high level of globalization of business and rigidity of competition. At the same time, the considerable share of new products and services costs has a non-material intellectual nature. The most successful in Russia is the contemporary development of small innovative firms. Such firms, through their unique technologies and new approaches to process management, which form the basis of their intellectual capital, can show flexibility and succeed in the market. As a rule, such enterprises should have very variable structure excluding the tough scheme of submission and demanding essentially new incentives for inclusion of personnel in innovative activity. Realization of similar structures, as well as a new approach to management, can be constructed based on value-oriented management which is directed to gradual change of consciousness of personnel and formation from groups of adherents included in the solution of the general innovative tasks. At the same time, valuable changes can gradually capture not only innovative firm staff, but also the structure of its corporate partners. Introduction of new technologies is the significant factor contributing to the development of new valuable imperatives and acceleration of the changing values systems of the organization. It relates to the fact that new technologies change the internal environment of the organization in a way that the old system of values becomes inefficient in new conditions. Introduction of new technologies often demands change in the structure of employee’s interaction and training in their new principles of work. During the introduction of new technologies and the accompanying change in the value system, the structure of the management of the values of the organization is changing. This is due to the need to attract more staff to justify and consolidate the new value system and bring their view into the motivational potential of the new value system of the organization.
Abstract: Business process management (BPM) is a well-known holistic discipline focused on managing business processes with the intention of achieving higher level of BPM maturity and better organizational performance. In recent period, traditional BPM faced some of its limitations like model-reality divide and lost innovation. Following latest trends, as an attempt to overcome the issues of traditional BPM, there has been an introduction of applying the principles of social software in managing business processes which led to the development of social BPM. However, there are not many authors or studies dealing with this topic so this study aims to contribute to that literature gap and to examine the link between the level of BPM maturity and the usage of social BPM. To meet these objectives, a survey within the companies with more than 50 employees has been conducted. The results reveal that the usage of social BPM is higher within the companies which achieved higher level of BPM maturity. This paper provides an overview, analysis and discussion of collected data regarding BPM maturity and social BPM within the observed companies and identifies the main social BPM principles.
Abstract: Up to this point business process management projects
in general and business process modelling projects in particular
could not rely on a practical and scientifically validated method to
estimate cost and effort. Especially the model development phase
is not covered by a cost estimation method or model. Further
phases of business process modelling starting with implementation
are covered by initial solutions which are discussed in the literature.
This article proposes a method of filling this gap by deriving a cost
estimation method from available methods in similar domains namely
software development or software engineering. Software development
is regarded as closely similar to process modelling as we show. After
the proposition of this method different ideas for further analysis and
validation of the method are proposed. We derive this method from
COCOMO II and Function Point which are established methods of
effort estimation in the domain of software development. For this
we lay out similarities of the software development process and the
process of process modelling which is a phase of the Business Process
Management life-cycle.
Abstract: Context-aware technologies provide system
applications with the awareness of environmental conditions,
customer behaviours, object movements, etc. Further, with such
capability system applications can be smart to intelligently adapt their
responses to the changing conditions. In regard to business
operations, this promises businesses that their business processes can
run more intelligently, adaptively and flexibly, and thereby either
improve customer experience, enhance reliability of service delivery,
or lower operational cost, to make the business more competitive and
sustainable. Aiming at realising such context-aware business process
management, this paper firstly explores its potential benefit, and then
identifies some gaps between the current business process
management support and the expected. In addition, some preliminary
solutions are also discussed in regard to context definition, rule-based
process execution, run-time process evolution, etc. A framework is
also presented to give a conceptual architecture of context-aware
business process management system to guide system
implementation.
Abstract: In turbulent modern economy, the companies need to
properly manage their business processes. Well-defined and stable
business processes ensure security of crucial data and applications,
and provide a quality product or service to the end customer. On the
other side, constant changes on the market, new regulatory
provisions, and emerging new technologies require the need of
issuing prompt and effective changes of business process. In this
article, we explore the use of agile principles in working with
business process management (BPM) solutions. We deal with
difficulties in BPM development cycle, review the benefits of using
agility, and choose the basic agile principles that ensure the success
of a BPM project.
Abstract: Information technology plays an irreplaceable role in
introducing and improving business process orientation in a
company. It enables implementation of the theoretical concept,
measurement of results achieved and undertaking corrective
measures aimed at improvements. Information technology is a key
concept in the development and implementation of the business
process management systems as it establishes a connection to
business operations. Both in the literature and practice, insurance
companies are often seen as highly process oriented due to the nature
of their business and focus on customers. They are also considered
leaders in using information technology for business process
management. The research conducted aimed to investigate whether
the perceived leadership status of insurance companies is well
deserved, i.e. to establish the level of process orientation and explore
the practice of information technology use in insurance companies in
the region. The main instrument for primary data collection within
this research was an electronic survey questionnaire sent to the
management of insurance companies in the Republic of Croatia,
Bosnia and Herzegovina, Slovenia, Serbia and Macedonia. The
conducted research has shown that insurance companies have a
satisfactory level of process orientation, but that there is also a huge
potential for improvement, especially in the segment of information
technology and its connection to business processes.
Abstract: The paper presents a new method for efficient
innovation process management. Even though the innovation
management methods, tools and knowledge are well established and
documented in literature, most of the companies still do not manage it
efficiently. Especially in SMEs the front end of innovation - problem
identification, idea creation and selection - is often not optimally
performed. Our eMIPS methodology represents a sort of "umbrella
methodology" - a well-defined set of procedures, which can be
dynamically adapted to the concrete case in a company. In daily
practice, various methods (e.g. for problem identification and idea
creation) can be applied, depending on the company's needs. It is
based on the proactive involvement of the company's employees
supported by the appropriate methodology and external experts. The
presented phases are performed via a mixture of face-to-face
activities (workshops) and online (eLearning) activities taking place
in eLearning Moodle environment and using other e-communication
channels. One part of the outcomes is an identified set of
opportunities and concrete solutions ready for implementation. The
other also very important result is connected to innovation
competences for the participating employees related with concrete
tools and methods for idea management. In addition, the employees
get a strong experience for dynamic, efficient and solution oriented
managing of the invention process. The eMIPS also represents a way
of establishing or improving the innovation culture in the
organization. The first results in a pilot company showed excellent
results regarding the motivation of participants and also as to the
results achieved.
Abstract: Nowadays, the amounts of companies which tend to
have an Enterprise Resource Planning (ERP) application are
increasing. Although ERP projects are expensive, time consuming,
and complex, there are some successful experiences. These days,
developing countries are striving to implement ERP projects
successfully; however, there are many obstacles. Therefore, these
projects would be failed or partially failed. This paper concerns the
implementation of a successful ERP implementation, IFS, in Iran at
Dana Geophysics Company (DGC). After a short review of ERP and
ERP market in Iran, we propose a three phases deployment
methodology (phase 1: Preparation and Business Process
Management (BPM) phase 2: implementation and phase 3: testing,
golive-1 (pilot) and golive-2 (final)). Then, we present five guidelines
(Project Management, Change Management, Business Process
Management (BPM), Training& Knowledge Management, and
Technical Management), which were chose as work streams. In this
case study we present lessons learned in Project management and
Business process Management.
Abstract: The objective is to identify the contributions from the introduction of the computerized system deal within the Accounting Department of Brazilian Navy Financial Directorship and its possible effects on the budgetary and financial harvest of Brazilian Navy. The relevance lies in the fact that the management process is responsible for the continuous improvement of organizational performance through higher levels of quality in their activities. Improvements in organizational processes have direct effects on crops cost, quality, reliability, flexibility and speed. The method of study of this research is the case study. The choice of case study attended, among other demands, a need for greater flexibility to study processes related to a computerized system. The sources of evidence were used literature, documentary and direct observation. Direct observation was made by monitoring the implementation of the computerized system in the Division of Management Analysis. The main findings of the study point to the fact that the computerized system may contribute significantly to the standardization of information. There was improvement of internal processes in the division of management analysis, made possible the consolidation of a standard management and performance analysis that contribute to global homogeneity in the treatment of information essential to the process of decision making. This study has limitations related to the fact the search result be subject exclusively to the case studied, and it is impossible to generalize to other organs of government.
Abstract: Business Processes (BPs) are the key instrument to
understand how companies operate at an organizational level, taking
an as-is view of the workflow, and how to address their issues by
identifying a to-be model. In last year’s, the BP Model and Notation
(BPMN) has become a de-facto standard for modeling processes.
However, this standard does not incorporate explicitly the Problem-
Solving (PS) knowledge in the Process Modeling (PM) results. Thus,
such knowledge cannot be shared or reused. To narrow this gap is
today a challenging research area. In this paper we present a
framework able to capture the PS knowledge and to improve a
workflow. This framework extends the BPMN specification by
incorporating new general-purpose elements. A pilot scenario is also
presented and discussed.
Abstract: The aim of this paper is to present a framework for empirical investigation of the effectiveness of simulation games for student learning of BPM concept. A future research methodology is explained and a normative model that extends the standard TAM model by introducing latent and mediating variables into the relationship between independent variables and dependent variable is developed. Future research propositions are defined in order to examine the benefits that can be achieved through the use of BPM simulation games in ERP courses.
Abstract: Information Quality (IQ) has become a critical,
strategic issue in Accounting Information Systems (AIS) adoption. In
order to implement AIS adoption successfully, it is important to
consider the quality of information use throughout the adoption
process, which seriously impacts the effectiveness of AIS adoption
practice and the optimisation of AIS adoption decisions. There is a
growing need for research to provide insights into issues and
solutions related to IQ in AIS adoption. The need for an integrated
approach to improve IQ in AIS adoption, as well as the unique
characteristics of accounting data, demands an AIS adoption specific
IQ framework. This research aims to explore ways of managing
information quality and AIS adoption to investigate the relationship
between the IQ issues and AIS adoption process. This study has led
to the development of a framework for understanding IQ
management in AIS adoption. This research was done on 44
respondents as ten organisations from manufacturing firms in
Thailand. The findings of the research’s empirical evidence suggest
that IQ dimensions in AIS adoption to provide assistance in all
process of decision making. This research provides empirical
evidence that information quality of AIS adoption affect decision
making and suggests that these variables should be considered in
adopting AIS in order to improve the effectiveness of AIS.
Abstract: This paper aims to present a framework for the
organizational knowledge management, which seeks to deploy a
standardized structure for the integrated management of knowledge is
a common language based on domains, processes and global
indicators inspired by the COBIT framework 5 (ISACA, 2012),
which supports the integration of three technologies, enterprise
information architecture (EIA), the business process modeling (BPM)
and service-oriented architecture (SOA). The Gomak Framework is a
management platform that seeks to integrate the information
technology infrastructure, the structure of applications, information
infrastructure, and business logic and business model to support a
sound strategy of organizational knowledge management, low
process-based approach and concurrent engineering. Concurrent
engineering (CE) is a systematic approach to integrated product
development that respond to customer expectations, involving all
perspectives in parallel, from the beginning of the product life cycle.
(European Space Agency, 2000).