How to go from strategy to results? Institutionalising BPM governance within organisations
Purpose – The purpose of this paper is to examine how business process management (BPM) is incorporated within organisational structure. The authors demonstrate how a strategic interest in BPM and formal responsibilities for BPM activities shape the efficiency, quality and agility of BPM initiatives...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Indihar Štemberger, Mojca [verfasserIn] |
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| Format: |
Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2016 |
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| Rechteinformationen: |
Nutzungsrecht: © Emerald Group Publishing Limited |
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| Schlagwörter: |
Management science & operations |
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| Übergeordnetes Werk: |
Enthalten in: Business process management journal - Bingley : Emerald Group Publishing Limited, 1997, 22(2016), 1, Seite 173-195 |
|---|---|
| Übergeordnetes Werk: |
volume:22 ; year:2016 ; number:1 ; pages:173-195 |
| Links: |
|---|
| DOI / URN: |
10.1108/BPMJ-03-2015-0031 |
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| Katalog-ID: |
OLC1971328693 |
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| 520 | |a Purpose – The purpose of this paper is to examine how business process management (BPM) is incorporated within organisational structure. The authors demonstrate how a strategic interest in BPM and formal responsibilities for BPM activities shape the efficiency, quality and agility of BPM initiatives. By conducting field research, useful empirical insights were drawn about the necessary conditions for ensuring the success of BPM initiatives. Design/methodology/approach – A questionnaire survey of BPM adoption practices was conducted among private- and public-sector organisations with more than 50 employees. A cross-national sample of 60 Croatian and 51 Slovenian companies is analysed by applying a subsampling strategy and using inferential statistics methods. Findings – The study clearly shows how particular structural decisions can foster the operational excellence of BPM initiatives. Formal process roles and specialised BPM units were recognised as important drivers of organisational success. In addition, how strategic support and related structural choices create a synergistic effect and make process efforts worthwhile is explained. Practical implications – The research findings offer useful benchmarking of current BPM practices. The developed BPM commitment matrix represents a simple tool for self-assessment. Its path-dependent logic provides guidelines for improving the outcomes of BPM governance in general, and BPM initiatives specifically. Originality/value – The paper extends previous research by showing the performance effects of several BPM governance practices. The results clearly suggest that the best outcomes of BPM initiatives were achieved by organisations that had introduced a strategic approach to BPM, along with having defined a centralised BPM responsibility and assigned decentralised process ownership roles. | ||
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10.1108/BPMJ-03-2015-0031 doi PQ20160212 (DE-627)OLC1971328693 (DE-599)GBVOLC1971328693 (PRQ)e690-4a5bb59b04bb33c8a1b431ca82c38c044064ca2f29840916b5cce844b1944ea00 (KEY)0273919420160000022000100173howtogofromstrategytoresultsinstitutionalisingbpmg DE-627 ger DE-627 rakwb eng 330 DNB Indihar Štemberger, Mojca verfasserin aut How to go from strategy to results? Institutionalising BPM governance within organisations 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier Purpose – The purpose of this paper is to examine how business process management (BPM) is incorporated within organisational structure. The authors demonstrate how a strategic interest in BPM and formal responsibilities for BPM activities shape the efficiency, quality and agility of BPM initiatives. By conducting field research, useful empirical insights were drawn about the necessary conditions for ensuring the success of BPM initiatives. Design/methodology/approach – A questionnaire survey of BPM adoption practices was conducted among private- and public-sector organisations with more than 50 employees. A cross-national sample of 60 Croatian and 51 Slovenian companies is analysed by applying a subsampling strategy and using inferential statistics methods. Findings – The study clearly shows how particular structural decisions can foster the operational excellence of BPM initiatives. Formal process roles and specialised BPM units were recognised as important drivers of organisational success. In addition, how strategic support and related structural choices create a synergistic effect and make process efforts worthwhile is explained. Practical implications – The research findings offer useful benchmarking of current BPM practices. The developed BPM commitment matrix represents a simple tool for self-assessment. Its path-dependent logic provides guidelines for improving the outcomes of BPM governance in general, and BPM initiatives specifically. Originality/value – The paper extends previous research by showing the performance effects of several BPM governance practices. The results clearly suggest that the best outcomes of BPM initiatives were achieved by organisations that had introduced a strategic approach to BPM, along with having defined a centralised BPM responsibility and assigned decentralised process ownership roles. Nutzungsrecht: © Emerald Group Publishing Limited Operations/process management Business process management Management science & operations Business process reengineering Knowledge management Informatics Journals Colleges & universities Strategic management Success Information systems Hypotheses Hernaus, Tomislav oth Bosilj Vuksic, Vesna oth Enthalten in Business process management journal Bingley : Emerald Group Publishing Limited, 1997 22(2016), 1, Seite 173-195 (DE-627)227370775 (DE-600)1379961-7 (DE-576)058893326 1463-7154 nnns volume:22 year:2016 number:1 pages:173-195 http://dx.doi.org/10.1108/BPMJ-03-2015-0031 Volltext http://search.proquest.com/docview/1757877930 GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 AR 22 2016 1 173-195 |
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10.1108/BPMJ-03-2015-0031 doi PQ20160212 (DE-627)OLC1971328693 (DE-599)GBVOLC1971328693 (PRQ)e690-4a5bb59b04bb33c8a1b431ca82c38c044064ca2f29840916b5cce844b1944ea00 (KEY)0273919420160000022000100173howtogofromstrategytoresultsinstitutionalisingbpmg DE-627 ger DE-627 rakwb eng 330 DNB Indihar Štemberger, Mojca verfasserin aut How to go from strategy to results? Institutionalising BPM governance within organisations 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier Purpose – The purpose of this paper is to examine how business process management (BPM) is incorporated within organisational structure. The authors demonstrate how a strategic interest in BPM and formal responsibilities for BPM activities shape the efficiency, quality and agility of BPM initiatives. By conducting field research, useful empirical insights were drawn about the necessary conditions for ensuring the success of BPM initiatives. Design/methodology/approach – A questionnaire survey of BPM adoption practices was conducted among private- and public-sector organisations with more than 50 employees. A cross-national sample of 60 Croatian and 51 Slovenian companies is analysed by applying a subsampling strategy and using inferential statistics methods. Findings – The study clearly shows how particular structural decisions can foster the operational excellence of BPM initiatives. Formal process roles and specialised BPM units were recognised as important drivers of organisational success. In addition, how strategic support and related structural choices create a synergistic effect and make process efforts worthwhile is explained. Practical implications – The research findings offer useful benchmarking of current BPM practices. The developed BPM commitment matrix represents a simple tool for self-assessment. Its path-dependent logic provides guidelines for improving the outcomes of BPM governance in general, and BPM initiatives specifically. Originality/value – The paper extends previous research by showing the performance effects of several BPM governance practices. The results clearly suggest that the best outcomes of BPM initiatives were achieved by organisations that had introduced a strategic approach to BPM, along with having defined a centralised BPM responsibility and assigned decentralised process ownership roles. Nutzungsrecht: © Emerald Group Publishing Limited Operations/process management Business process management Management science & operations Business process reengineering Knowledge management Informatics Journals Colleges & universities Strategic management Success Information systems Hypotheses Hernaus, Tomislav oth Bosilj Vuksic, Vesna oth Enthalten in Business process management journal Bingley : Emerald Group Publishing Limited, 1997 22(2016), 1, Seite 173-195 (DE-627)227370775 (DE-600)1379961-7 (DE-576)058893326 1463-7154 nnns volume:22 year:2016 number:1 pages:173-195 http://dx.doi.org/10.1108/BPMJ-03-2015-0031 Volltext http://search.proquest.com/docview/1757877930 GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 AR 22 2016 1 173-195 |
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10.1108/BPMJ-03-2015-0031 doi PQ20160212 (DE-627)OLC1971328693 (DE-599)GBVOLC1971328693 (PRQ)e690-4a5bb59b04bb33c8a1b431ca82c38c044064ca2f29840916b5cce844b1944ea00 (KEY)0273919420160000022000100173howtogofromstrategytoresultsinstitutionalisingbpmg DE-627 ger DE-627 rakwb eng 330 DNB Indihar Štemberger, Mojca verfasserin aut How to go from strategy to results? Institutionalising BPM governance within organisations 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier Purpose – The purpose of this paper is to examine how business process management (BPM) is incorporated within organisational structure. The authors demonstrate how a strategic interest in BPM and formal responsibilities for BPM activities shape the efficiency, quality and agility of BPM initiatives. By conducting field research, useful empirical insights were drawn about the necessary conditions for ensuring the success of BPM initiatives. Design/methodology/approach – A questionnaire survey of BPM adoption practices was conducted among private- and public-sector organisations with more than 50 employees. A cross-national sample of 60 Croatian and 51 Slovenian companies is analysed by applying a subsampling strategy and using inferential statistics methods. Findings – The study clearly shows how particular structural decisions can foster the operational excellence of BPM initiatives. Formal process roles and specialised BPM units were recognised as important drivers of organisational success. In addition, how strategic support and related structural choices create a synergistic effect and make process efforts worthwhile is explained. Practical implications – The research findings offer useful benchmarking of current BPM practices. The developed BPM commitment matrix represents a simple tool for self-assessment. Its path-dependent logic provides guidelines for improving the outcomes of BPM governance in general, and BPM initiatives specifically. Originality/value – The paper extends previous research by showing the performance effects of several BPM governance practices. The results clearly suggest that the best outcomes of BPM initiatives were achieved by organisations that had introduced a strategic approach to BPM, along with having defined a centralised BPM responsibility and assigned decentralised process ownership roles. Nutzungsrecht: © Emerald Group Publishing Limited Operations/process management Business process management Management science & operations Business process reengineering Knowledge management Informatics Journals Colleges & universities Strategic management Success Information systems Hypotheses Hernaus, Tomislav oth Bosilj Vuksic, Vesna oth Enthalten in Business process management journal Bingley : Emerald Group Publishing Limited, 1997 22(2016), 1, Seite 173-195 (DE-627)227370775 (DE-600)1379961-7 (DE-576)058893326 1463-7154 nnns volume:22 year:2016 number:1 pages:173-195 http://dx.doi.org/10.1108/BPMJ-03-2015-0031 Volltext http://search.proquest.com/docview/1757877930 GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 AR 22 2016 1 173-195 |
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Purpose – The purpose of this paper is to examine how business process management (BPM) is incorporated within organisational structure. The authors demonstrate how a strategic interest in BPM and formal responsibilities for BPM activities shape the efficiency, quality and agility of BPM initiatives. By conducting field research, useful empirical insights were drawn about the necessary conditions for ensuring the success of BPM initiatives. Design/methodology/approach – A questionnaire survey of BPM adoption practices was conducted among private- and public-sector organisations with more than 50 employees. A cross-national sample of 60 Croatian and 51 Slovenian companies is analysed by applying a subsampling strategy and using inferential statistics methods. Findings – The study clearly shows how particular structural decisions can foster the operational excellence of BPM initiatives. Formal process roles and specialised BPM units were recognised as important drivers of organisational success. In addition, how strategic support and related structural choices create a synergistic effect and make process efforts worthwhile is explained. Practical implications – The research findings offer useful benchmarking of current BPM practices. The developed BPM commitment matrix represents a simple tool for self-assessment. Its path-dependent logic provides guidelines for improving the outcomes of BPM governance in general, and BPM initiatives specifically. Originality/value – The paper extends previous research by showing the performance effects of several BPM governance practices. The results clearly suggest that the best outcomes of BPM initiatives were achieved by organisations that had introduced a strategic approach to BPM, along with having defined a centralised BPM responsibility and assigned decentralised process ownership roles. |
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Purpose – The purpose of this paper is to examine how business process management (BPM) is incorporated within organisational structure. The authors demonstrate how a strategic interest in BPM and formal responsibilities for BPM activities shape the efficiency, quality and agility of BPM initiatives. By conducting field research, useful empirical insights were drawn about the necessary conditions for ensuring the success of BPM initiatives. Design/methodology/approach – A questionnaire survey of BPM adoption practices was conducted among private- and public-sector organisations with more than 50 employees. A cross-national sample of 60 Croatian and 51 Slovenian companies is analysed by applying a subsampling strategy and using inferential statistics methods. Findings – The study clearly shows how particular structural decisions can foster the operational excellence of BPM initiatives. Formal process roles and specialised BPM units were recognised as important drivers of organisational success. In addition, how strategic support and related structural choices create a synergistic effect and make process efforts worthwhile is explained. Practical implications – The research findings offer useful benchmarking of current BPM practices. The developed BPM commitment matrix represents a simple tool for self-assessment. Its path-dependent logic provides guidelines for improving the outcomes of BPM governance in general, and BPM initiatives specifically. Originality/value – The paper extends previous research by showing the performance effects of several BPM governance practices. The results clearly suggest that the best outcomes of BPM initiatives were achieved by organisations that had introduced a strategic approach to BPM, along with having defined a centralised BPM responsibility and assigned decentralised process ownership roles. |
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Purpose – The purpose of this paper is to examine how business process management (BPM) is incorporated within organisational structure. The authors demonstrate how a strategic interest in BPM and formal responsibilities for BPM activities shape the efficiency, quality and agility of BPM initiatives. By conducting field research, useful empirical insights were drawn about the necessary conditions for ensuring the success of BPM initiatives. Design/methodology/approach – A questionnaire survey of BPM adoption practices was conducted among private- and public-sector organisations with more than 50 employees. A cross-national sample of 60 Croatian and 51 Slovenian companies is analysed by applying a subsampling strategy and using inferential statistics methods. Findings – The study clearly shows how particular structural decisions can foster the operational excellence of BPM initiatives. Formal process roles and specialised BPM units were recognised as important drivers of organisational success. In addition, how strategic support and related structural choices create a synergistic effect and make process efforts worthwhile is explained. Practical implications – The research findings offer useful benchmarking of current BPM practices. The developed BPM commitment matrix represents a simple tool for self-assessment. Its path-dependent logic provides guidelines for improving the outcomes of BPM governance in general, and BPM initiatives specifically. Originality/value – The paper extends previous research by showing the performance effects of several BPM governance practices. The results clearly suggest that the best outcomes of BPM initiatives were achieved by organisations that had introduced a strategic approach to BPM, along with having defined a centralised BPM responsibility and assigned decentralised process ownership roles. |
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