An economic decision model for determining the appropriate level of business process standardization

Abstract Business process management (BPM) is an acknowledged source of corporate performance. A well-established element of the BPM toolbox by which organizations intend to tune the performance of their processes is business process standardization (BPS). So far, research on BPS has predominantly t...
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Autor*in:	Afflerbach, Patrick [verfasserIn] Bolsinger, Manuel Röglinger, Maximilian

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2016

Schlagwörter:	Business process management Business process standardization Decision model Process performance management Value-based management

Anmerkung:	© The Author(s) 2016

Übergeordnetes Werk:	Enthalten in: Business research - Heidelberg : Springer, 2008, 9(2016), 2 vom: 28. Mai, Seite 335-375
Übergeordnetes Werk:	volume:9 ; year:2016 ; number:2 ; day:28 ; month:05 ; pages:335-375

Links:	Volltext

DOI / URN:	10.1007/s40685-016-0035-6

Katalog-ID:	SPR037346954

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allfields	10.1007/s40685-016-0035-6 doi (DE-627)SPR037346954 (SPR)s40685-016-0035-6-e DE-627 ger DE-627 rakwb eng Afflerbach, Patrick verfasserin aut An economic decision model for determining the appropriate level of business process standardization 2016 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2016 Abstract Business process management (BPM) is an acknowledged source of corporate performance. A well-established element of the BPM toolbox by which organizations intend to tune the performance of their processes is business process standardization (BPS). So far, research on BPS has predominantly taken a descriptive perspective, analyzing how BPS affects different dimensions of process performance (e.g., cost, quality, time, flexibility). Only very few studies capitalize on the mature body of descriptive BPS knowledge to assist in determining an appropriate BPS level for an organization’s processes. Moreover, these studies do not resolve the BPS trade-off, i.e., the partly conflicting effects of BPS on process performance. To address this research problem, we propose a decision model that provides guidance on how to determine an economically appropriate BPS level for a business process. We thereby adopt the design science research (DSR) paradigm and draw from the body of knowledge on BPS as well as value-based management. We evaluated the decision model by discussing its design specification against theory-backed design objectives. We also validated the model’s applicability and usefulness in a real-world case where we applied the decision model and a prototypical implementation to the coverage switching processes of an insurance broker pool company. Finally, we challenged the decision model against the accepted evaluation criteria from the DSR literature. Business process management (dpeaa)DE-He213 Business process standardization (dpeaa)DE-He213 Decision model (dpeaa)DE-He213 Process performance management (dpeaa)DE-He213 Value-based management (dpeaa)DE-He213 Bolsinger, Manuel aut Röglinger, Maximilian aut Enthalten in Business research Heidelberg : Springer, 2008 9(2016), 2 vom: 28. Mai, Seite 335-375 (DE-627)566365855 (DE-600)2426376-X 2198-2627 nnns volume:9 year:2016 number:2 day:28 month:05 pages:335-375 https://dx.doi.org/10.1007/s40685-016-0035-6 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 9 2016 2 28 05 335-375
spelling	10.1007/s40685-016-0035-6 doi (DE-627)SPR037346954 (SPR)s40685-016-0035-6-e DE-627 ger DE-627 rakwb eng Afflerbach, Patrick verfasserin aut An economic decision model for determining the appropriate level of business process standardization 2016 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2016 Abstract Business process management (BPM) is an acknowledged source of corporate performance. A well-established element of the BPM toolbox by which organizations intend to tune the performance of their processes is business process standardization (BPS). So far, research on BPS has predominantly taken a descriptive perspective, analyzing how BPS affects different dimensions of process performance (e.g., cost, quality, time, flexibility). Only very few studies capitalize on the mature body of descriptive BPS knowledge to assist in determining an appropriate BPS level for an organization’s processes. Moreover, these studies do not resolve the BPS trade-off, i.e., the partly conflicting effects of BPS on process performance. To address this research problem, we propose a decision model that provides guidance on how to determine an economically appropriate BPS level for a business process. We thereby adopt the design science research (DSR) paradigm and draw from the body of knowledge on BPS as well as value-based management. We evaluated the decision model by discussing its design specification against theory-backed design objectives. We also validated the model’s applicability and usefulness in a real-world case where we applied the decision model and a prototypical implementation to the coverage switching processes of an insurance broker pool company. Finally, we challenged the decision model against the accepted evaluation criteria from the DSR literature. Business process management (dpeaa)DE-He213 Business process standardization (dpeaa)DE-He213 Decision model (dpeaa)DE-He213 Process performance management (dpeaa)DE-He213 Value-based management (dpeaa)DE-He213 Bolsinger, Manuel aut Röglinger, Maximilian aut Enthalten in Business research Heidelberg : Springer, 2008 9(2016), 2 vom: 28. Mai, Seite 335-375 (DE-627)566365855 (DE-600)2426376-X 2198-2627 nnns volume:9 year:2016 number:2 day:28 month:05 pages:335-375 https://dx.doi.org/10.1007/s40685-016-0035-6 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 9 2016 2 28 05 335-375
allfields_unstemmed	10.1007/s40685-016-0035-6 doi (DE-627)SPR037346954 (SPR)s40685-016-0035-6-e DE-627 ger DE-627 rakwb eng Afflerbach, Patrick verfasserin aut An economic decision model for determining the appropriate level of business process standardization 2016 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2016 Abstract Business process management (BPM) is an acknowledged source of corporate performance. A well-established element of the BPM toolbox by which organizations intend to tune the performance of their processes is business process standardization (BPS). So far, research on BPS has predominantly taken a descriptive perspective, analyzing how BPS affects different dimensions of process performance (e.g., cost, quality, time, flexibility). Only very few studies capitalize on the mature body of descriptive BPS knowledge to assist in determining an appropriate BPS level for an organization’s processes. Moreover, these studies do not resolve the BPS trade-off, i.e., the partly conflicting effects of BPS on process performance. To address this research problem, we propose a decision model that provides guidance on how to determine an economically appropriate BPS level for a business process. We thereby adopt the design science research (DSR) paradigm and draw from the body of knowledge on BPS as well as value-based management. We evaluated the decision model by discussing its design specification against theory-backed design objectives. We also validated the model’s applicability and usefulness in a real-world case where we applied the decision model and a prototypical implementation to the coverage switching processes of an insurance broker pool company. Finally, we challenged the decision model against the accepted evaluation criteria from the DSR literature. Business process management (dpeaa)DE-He213 Business process standardization (dpeaa)DE-He213 Decision model (dpeaa)DE-He213 Process performance management (dpeaa)DE-He213 Value-based management (dpeaa)DE-He213 Bolsinger, Manuel aut Röglinger, Maximilian aut Enthalten in Business research Heidelberg : Springer, 2008 9(2016), 2 vom: 28. Mai, Seite 335-375 (DE-627)566365855 (DE-600)2426376-X 2198-2627 nnns volume:9 year:2016 number:2 day:28 month:05 pages:335-375 https://dx.doi.org/10.1007/s40685-016-0035-6 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 9 2016 2 28 05 335-375
allfieldsGer	10.1007/s40685-016-0035-6 doi (DE-627)SPR037346954 (SPR)s40685-016-0035-6-e DE-627 ger DE-627 rakwb eng Afflerbach, Patrick verfasserin aut An economic decision model for determining the appropriate level of business process standardization 2016 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2016 Abstract Business process management (BPM) is an acknowledged source of corporate performance. A well-established element of the BPM toolbox by which organizations intend to tune the performance of their processes is business process standardization (BPS). So far, research on BPS has predominantly taken a descriptive perspective, analyzing how BPS affects different dimensions of process performance (e.g., cost, quality, time, flexibility). Only very few studies capitalize on the mature body of descriptive BPS knowledge to assist in determining an appropriate BPS level for an organization’s processes. Moreover, these studies do not resolve the BPS trade-off, i.e., the partly conflicting effects of BPS on process performance. To address this research problem, we propose a decision model that provides guidance on how to determine an economically appropriate BPS level for a business process. We thereby adopt the design science research (DSR) paradigm and draw from the body of knowledge on BPS as well as value-based management. We evaluated the decision model by discussing its design specification against theory-backed design objectives. We also validated the model’s applicability and usefulness in a real-world case where we applied the decision model and a prototypical implementation to the coverage switching processes of an insurance broker pool company. Finally, we challenged the decision model against the accepted evaluation criteria from the DSR literature. Business process management (dpeaa)DE-He213 Business process standardization (dpeaa)DE-He213 Decision model (dpeaa)DE-He213 Process performance management (dpeaa)DE-He213 Value-based management (dpeaa)DE-He213 Bolsinger, Manuel aut Röglinger, Maximilian aut Enthalten in Business research Heidelberg : Springer, 2008 9(2016), 2 vom: 28. Mai, Seite 335-375 (DE-627)566365855 (DE-600)2426376-X 2198-2627 nnns volume:9 year:2016 number:2 day:28 month:05 pages:335-375 https://dx.doi.org/10.1007/s40685-016-0035-6 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 9 2016 2 28 05 335-375
allfieldsSound	10.1007/s40685-016-0035-6 doi (DE-627)SPR037346954 (SPR)s40685-016-0035-6-e DE-627 ger DE-627 rakwb eng Afflerbach, Patrick verfasserin aut An economic decision model for determining the appropriate level of business process standardization 2016 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2016 Abstract Business process management (BPM) is an acknowledged source of corporate performance. A well-established element of the BPM toolbox by which organizations intend to tune the performance of their processes is business process standardization (BPS). So far, research on BPS has predominantly taken a descriptive perspective, analyzing how BPS affects different dimensions of process performance (e.g., cost, quality, time, flexibility). Only very few studies capitalize on the mature body of descriptive BPS knowledge to assist in determining an appropriate BPS level for an organization’s processes. Moreover, these studies do not resolve the BPS trade-off, i.e., the partly conflicting effects of BPS on process performance. To address this research problem, we propose a decision model that provides guidance on how to determine an economically appropriate BPS level for a business process. We thereby adopt the design science research (DSR) paradigm and draw from the body of knowledge on BPS as well as value-based management. We evaluated the decision model by discussing its design specification against theory-backed design objectives. We also validated the model’s applicability and usefulness in a real-world case where we applied the decision model and a prototypical implementation to the coverage switching processes of an insurance broker pool company. Finally, we challenged the decision model against the accepted evaluation criteria from the DSR literature. Business process management (dpeaa)DE-He213 Business process standardization (dpeaa)DE-He213 Decision model (dpeaa)DE-He213 Process performance management (dpeaa)DE-He213 Value-based management (dpeaa)DE-He213 Bolsinger, Manuel aut Röglinger, Maximilian aut Enthalten in Business research Heidelberg : Springer, 2008 9(2016), 2 vom: 28. Mai, Seite 335-375 (DE-627)566365855 (DE-600)2426376-X 2198-2627 nnns volume:9 year:2016 number:2 day:28 month:05 pages:335-375 https://dx.doi.org/10.1007/s40685-016-0035-6 kostenfrei Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2006 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 AR 9 2016 2 28 05 335-375
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author	Afflerbach, Patrick
spellingShingle	Afflerbach, Patrick misc Business process management misc Business process standardization misc Decision model misc Process performance management misc Value-based management An economic decision model for determining the appropriate level of business process standardization
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topic_title	An economic decision model for determining the appropriate level of business process standardization Business process management (dpeaa)DE-He213 Business process standardization (dpeaa)DE-He213 Decision model (dpeaa)DE-He213 Process performance management (dpeaa)DE-He213 Value-based management (dpeaa)DE-He213
topic	misc Business process management misc Business process standardization misc Decision model misc Process performance management misc Value-based management
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title	An economic decision model for determining the appropriate level of business process standardization
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title_sort	economic decision model for determining the appropriate level of business process standardization
title_auth	An economic decision model for determining the appropriate level of business process standardization
abstract	Abstract Business process management (BPM) is an acknowledged source of corporate performance. A well-established element of the BPM toolbox by which organizations intend to tune the performance of their processes is business process standardization (BPS). So far, research on BPS has predominantly taken a descriptive perspective, analyzing how BPS affects different dimensions of process performance (e.g., cost, quality, time, flexibility). Only very few studies capitalize on the mature body of descriptive BPS knowledge to assist in determining an appropriate BPS level for an organization’s processes. Moreover, these studies do not resolve the BPS trade-off, i.e., the partly conflicting effects of BPS on process performance. To address this research problem, we propose a decision model that provides guidance on how to determine an economically appropriate BPS level for a business process. We thereby adopt the design science research (DSR) paradigm and draw from the body of knowledge on BPS as well as value-based management. We evaluated the decision model by discussing its design specification against theory-backed design objectives. We also validated the model’s applicability and usefulness in a real-world case where we applied the decision model and a prototypical implementation to the coverage switching processes of an insurance broker pool company. Finally, we challenged the decision model against the accepted evaluation criteria from the DSR literature. © The Author(s) 2016
abstractGer	Abstract Business process management (BPM) is an acknowledged source of corporate performance. A well-established element of the BPM toolbox by which organizations intend to tune the performance of their processes is business process standardization (BPS). So far, research on BPS has predominantly taken a descriptive perspective, analyzing how BPS affects different dimensions of process performance (e.g., cost, quality, time, flexibility). Only very few studies capitalize on the mature body of descriptive BPS knowledge to assist in determining an appropriate BPS level for an organization’s processes. Moreover, these studies do not resolve the BPS trade-off, i.e., the partly conflicting effects of BPS on process performance. To address this research problem, we propose a decision model that provides guidance on how to determine an economically appropriate BPS level for a business process. We thereby adopt the design science research (DSR) paradigm and draw from the body of knowledge on BPS as well as value-based management. We evaluated the decision model by discussing its design specification against theory-backed design objectives. We also validated the model’s applicability and usefulness in a real-world case where we applied the decision model and a prototypical implementation to the coverage switching processes of an insurance broker pool company. Finally, we challenged the decision model against the accepted evaluation criteria from the DSR literature. © The Author(s) 2016
abstract_unstemmed	Abstract Business process management (BPM) is an acknowledged source of corporate performance. A well-established element of the BPM toolbox by which organizations intend to tune the performance of their processes is business process standardization (BPS). So far, research on BPS has predominantly taken a descriptive perspective, analyzing how BPS affects different dimensions of process performance (e.g., cost, quality, time, flexibility). Only very few studies capitalize on the mature body of descriptive BPS knowledge to assist in determining an appropriate BPS level for an organization’s processes. Moreover, these studies do not resolve the BPS trade-off, i.e., the partly conflicting effects of BPS on process performance. To address this research problem, we propose a decision model that provides guidance on how to determine an economically appropriate BPS level for a business process. We thereby adopt the design science research (DSR) paradigm and draw from the body of knowledge on BPS as well as value-based management. We evaluated the decision model by discussing its design specification against theory-backed design objectives. We also validated the model’s applicability and usefulness in a real-world case where we applied the decision model and a prototypical implementation to the coverage switching processes of an insurance broker pool company. Finally, we challenged the decision model against the accepted evaluation criteria from the DSR literature. © The Author(s) 2016
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title_short	An economic decision model for determining the appropriate level of business process standardization
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An economic decision model for determining the appropriate level of business process standardization

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