Business Process Management (BPM) and Web 2.0 as Key Enablers for the Future Knowledge-Based Digital Factory

2011 ◽  
pp. 103-124 ◽  
Author(s):  
Myrna Flores
Keyword(s):  
Web 2.0 ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Digital Factory ◽  
Knowledge Based ◽  
The Future

Knowledge Management

2011 ◽  
pp. 130-143
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Value Added ◽  
Capital Management ◽  
Knowledge Based ◽  
Cost Cutting ◽  
Intellectual Capital Management ◽  
Quality Value

In an outsourcing relationship, the vendor and its clients need to transfer knowledge on a continuous basis. Relevant approaches to outsourcing relationships from the knowledge management literature include intellectual capital management and business process management, as presented in this chapter. According to Quinn (1999), executives increasingly understand that outsourcing for short-term cost cutting does not yield nearly as much as outsourcing for longer-term knowledge-based system or strategic benefits such as greater intellectual depth and access, opportunity scanning, innovation, reliability, quality, value-added solutions, or worldwide outreach.

Knowledge Management

2011 ◽  
pp. 254-270
Author(s):  
P. Gottschalk
Keyword(s):  
Knowledge Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Value Added ◽  
Capital Management ◽  
Knowledge Based ◽  
Cost Cutting ◽  
Intellectual Capital Management ◽  
Quality Value

In an outsourcing relationship, the vendor and its clients need to transfer knowledge on a continuous basis. Relevant approaches to outsourcing relationships from the knowledge management literature include intellectual capital management and business process management, as presented in this chapter. According to Quinn (1999), executives increasingly understand that outsourcing for short-term cost cutting does not yield nearly as much as outsourcing for longer-term knowledge-based system or strategic benefits such as greater intellectual depth and access, opportunity scanning, innovation, reliability, quality, value-added solutions, or worldwide outreach.

scholarly journals People & Process Dimensions of Automation in Business Process Management Industry

2019 ◽  
Vol 8 (6) ◽  
pp. 2465-2472
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Relevant Literature ◽  
Project Managers ◽  
Digital Transformation ◽  
Disruptive Technology ◽  
Knowledge Based ◽  
Quantum Leap ◽  
Process Factors

Business Process Management Industry has evolved through various operating models in the last two decades and has delivered immense value to the organizations across the globe by optimizing cost and providing knowledge based services. This industry is now at the cusp of digital transformation where organizations are experimenting with automation to drive digital services for the customers to gain quantum leap in efficiency. Robotics Process Automation is the current disruptive technology that Business Process Management companies are experimenting with their current processes but are seeing mixed results due to people and process factors that are critical for the successful deployment of automation. Research methodology includes inputs from relevant literature and case studies from organizations who have experimented with automation and research conducted by industry think tanks. It carefully investigates people and process aspects that impact automation initiatives from deployment perspective. Literature findings are further corroborated with empirical evidences through a likert 5 point scale survey taken by Project Managers and Users of automation. Survey is statistically validated and results are analysed to ascertain which are the most impactful causes that affect automation initiative. This research paper is focused on People and Process specific automation challenges with suggested solutions for Business Process Management organizations that are currently experimenting with automation for the smoother transition into the organization’s digital transformation initiatives.

scholarly journals Business process management – at the crossroads

2018 ◽  
Vol 24 (3) ◽  
pp. 786-813 ◽  
Author(s):  
Monika Klun ◽  
Peter Trkman
Keyword(s):  
Literature Review ◽  
Business Process ◽  
Process Modeling ◽  
Business Process Management ◽  
Process Management ◽  
New Combination ◽  
Data Set ◽  
Content Type ◽  
Current State ◽  
The Future

PurposeBusiness process management (BPM) has attracted much focus throughout the years, yet there have been calls questioning the future of BPM. The purpose of this paper is to explore the current state of the field through a dynamic literature review and identify the main challenges for its future development.Design/methodology/approachA dynamic co-citation network analysis identifies the “evolution” of knowledge of BPM and the most influential works. The results present the developed BPM subthemes in the form of clusters.FindingsThe focus within the field has shifted from facilitating wide-ranging business performance improvements to creating introverted optimizations within a particular BPM subgroup. The BPM field has thus experienced strong fragmentation throughout the years and has accrued into self-fueling subareas of BPM research such as business process modeling and workflow management. Those subareas often neglect related disciplines in other management, process modeling and organizational improvement fields.Research limitations/implicationsThe study is limited by the initial keyword choice of the authors. The subsequent co-citation analysis ameliorates the subjectivity since it produces a data set and contributions based on references.Originality/valueA new combination of historical development and the state-of-the-art of the BPM field, by employing a co-citation and cluster analysis. This dynamic literature review presents the current state of the theoretical core and attempts to identify the crossroads that BPM has reached. The study can be replicated in the future to track the changes in the field.

scholarly journals BPM and Socialization Tools Integrated to Improve Acquisition and Management of Information During Design and Execution of business processes

2021 ◽  
Vol 21 (1) ◽  
pp. e7
Author(s):  
Pablo Mennuto ◽  
Julio César Meca Belahonia ◽  
Patricia Bazán
Keyword(s):  
Theoretical Analysis ◽  
Web 2.0 ◽  
Business Process ◽  
Management System ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Design Stage ◽  
Practical Development

The use of BPM (Business Process Management) has matured over the years, reaching high levels of acceptance and utilization. Despite this, there are still points that BPM does not fully resolve. One of the main limitations of the use of BPM is the lack of a complete acquisition of valuable information during the design stage, taking place in contexts where communication between the stakeholders is not appropriate and it is not possible to fully collect essential data. At the execution stage, the participation of users has not been studied in depth to record detected problems or indicate improvements in business processes. The emergence and development of Web 2.0 opened a way to solve these problems. This work proposes to base how the socialization tools can solve current problems in BPM through a theoretical analysis added to the practical development of a socialization tool integrated to a BPMS (Business Process Management System).

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