The Preliminary Discussion about Key Problems of Cross-Organizational Business Process Collaboration

2013 ◽  
Vol 411-414 ◽  
pp. 2148-2151
Author(s):  
Hai Lan Pan ◽  
Cui Hong Wu ◽  
Shi Wei Lin
Keyword(s):  
Business Model ◽  
Business Process ◽  
Business Processes ◽  
Rapid Development ◽  
Global Scale ◽  
Management Model ◽  
Preliminary Discussion ◽  
Process Collaboration ◽  
Overall Efficiency

With the rapid development of E-commerce on a global scale and the cooperation between enterprises has become increasingly frequent, it has a great impact on the overall efficiency and flexibility between the organizations that strengthen combined depth and solution the problem of the mutual connection between cross-organizational business processes. This article firstly expounds the formation and its important role of cross-organizational business process, and then proposed the model for cross-organizational business process collaboration. The model proposed is modeled from two aspects, namely, management model and business model. In the end, four key problems of cross-organizational business process collaboration are further discussed.

The Role of Simulation in Business Process Reengineering

2010 ◽  
pp. 649-674
Author(s):  
Firas M. Alkhaldi ◽  
Mohammad Olaimat ◽  
Abdullah Abdali Rashed
Keyword(s):  
Business Process ◽  
Process Simulation ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Ethical Issues ◽  
Business Environment ◽  
Process Reengineering ◽  
Management Skills ◽  
Future Challenges

This chapter discusses the importance of business process simulation, while illustrating the relationship between business process reengineering (BPR) and change management, it focuses the discussion on the role of simulation in supporting BPR and the effect of simulation on business environment related skills, business management related skills, leadership related skills, employees empowering level, process improvement, ethical issues, and stakeholders’ management skills. The chapter discusses the value of simulation in implementing reengineering strategies and argues the future challenges of business process simulation and describes the limitations of simulation technology in reengineering business processes. Finally, it concludes with a discussion of the characteristics of successful simulation and simulation applications.

Transformation Mechanisms in the Business Model/Business Process Interface

2017 ◽  
pp. 878-901
Author(s):  
Tobias Weiblen ◽  
Markus Schief ◽  
Amir Bonakdar
Keyword(s):  
Business Model ◽  
Business Process ◽  
Business Processes ◽  
Inductive Reasoning ◽  
Feedback Mechanism ◽  
Top Down ◽  
Model Concept ◽  
Bottom Up ◽  
Classification Framework ◽  
Transformation Mechanisms

Many scholars view the emerging business model concept as the missing link between a company's strategy and its operational implementation into business processes. They remain vague, however, in answering the question as to how strategy-induced changes to the business model can be transformed into business process adjustments. The other way round—a feedback mechanism that triggers business model adjustments in case of issues at the business process level—is not conceptualized either. The study hence is twofold. The authors explore both the top-down (business model to business process) and the bottom-up (business process to business model) perspective of this interface. The top-down part considers business model changes, such as induced by adopting a Software-as-a-Service strategy, which require an effective implementation in a firm's organization. The explorative findings cover a detailed description of the transformation framework as well as an exemplary expert survey that can serve as a reference for software firm decision makers. The bottom-up part clarifies the influence of business processes on the business model based on a literature review, expert interviews, and inductive reasoning. The authors derive a classification framework that provides new insights into the maturity of current KPI-systems and their strategic importance with regards to business model changes.

Aligning management model and business model in the management innovation perspective

2015 ◽  
Vol 28 (1) ◽  
pp. 43-58 ◽  
Author(s):  
Alessandro Basile ◽  
Rosario Faraci
Keyword(s):  
Business Model ◽  
Conceptual Analysis ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Management Practices ◽  
Organizational Level ◽  
Management Model ◽  
Management Innovation ◽  
Content Type

Purpose – The purpose of this paper is to present some evidence on the role of management models in the implementation or in the transformation of the business models, highlighting the pivotal role of managerial dynamic capabilities. The analysis provides relevant lines of managerial action both strategic and operational levels. Design/methodology/approach – An innovative conceptual analysis is proposed. Managerial dynamic capabilities play a central role in the coupled link between management model and business model at the organizational level. Findings – The authors propose a highly usable and generalizable conceptual model for management practices, strategic planning and operational assessment. Originality/value – This paper investigates a new emerging research stream of management innovation theory. The research presents a new and innovative conceptual analysis of management model and business model alignment. This theme has not been explored in prior researches and represents an experiment to pair the management model and the business model evidence.

scholarly journals THE ROLE OF BUSINESS PROCESSES OF THE ENTERPRISE IN THE FORMATION INVESTMENT ATTRACTIVENESS OF THE REGION

2020 ◽  
pp. 285-289
Author(s):  
О. Pavlenko ◽  
I. Maksymenko ◽  
M. Grebenyuk
Keyword(s):  
Economic Development ◽  
Business Process ◽  
Business Processes ◽  
Production Capacity ◽  
Investment Policy ◽  
Matrix Approach ◽  
Economic Agglomeration ◽  
Main Components ◽  
The Impact

The article analyzes the role of business processes in the formation of investment attractiveness of regions based on the assessment of economic development of the territory. The business process of the enterprise is in fact any activity that takes place in the enterprise and has an "input product", adds to it a certain value or element, which in turn forms the output product for the final consumer. The article identifies the impact of business processes of the enterprise on the formation of economic attractiveness of the region. The structure of interaction between enterprises and investment policy in the middle of the above - mentioned economic zones is studied. An important element of the impact on regional development is the conditions of economic agglomeration, costs and benefits of agglomeration processes considered in the article, which in turn are formed in the conditions of regional infrastructure. Proved the relevance and adaptability of the matrix approach based on the comparison of individual indicators for conducting comprehensive research both at the enterprise level (business processes) and at the regional level (investment attractiveness). The main components of business processes of the enterprise in the article it is offered to consider management of labor resources, management of stocks and material resources, production capacity of the enterprise, and also information and technological resources. The main components of the region's investment attractiveness are investment potential, investment policy and investment climate. The study proposes to determine their interaction with each other and calculate the overall investment attractiveness based on the comparison of these components. In particular, the use of a matrix approach, in which it is possible to analyze both the general trend and specific indicators.This allows for further analysis and research, in particular the role of business processes in shaping the investment attractiveness of the region on the basis of various groups of indicators that simultaneously characterize both economic development of the region and business efficiency based on business process improvement.

scholarly journals INFLUENCE OF INNOVATIVE ENTREPRENEURSHIP ON THE DEVELOPMENT OF REGIONAL COOPERATION

2021 ◽  
Vol 9 (3) ◽  
pp. 56-60
Author(s):  
Ol'ga Repushevskaya
Keyword(s):  
Marketing Strategy ◽  
Business Model ◽  
Russian Federation ◽  
New Technologies ◽  
Regional Cooperation ◽  
Rapid Development ◽  
Sharing Economy ◽  
Management Model ◽  
The Russian Federation ◽  
The Right

Relevance and novelty of the work. The article is devoted to the implementation of innovative entrepreneurship for the development of regional cooperation and the rapid development of the sharing economy in the Russian Federation. The relevance of this article is due to the need to digitize cooperatives in order to develop, expand the markets for their products. The article examines situations that show how innovative entrepreneurship affects the development of the cooperative sector of the economy. The cooperative management model will be successful when it combines the functions of entrepreneurship, socialization and marketing. The struggle for a buyer in the absence of a marketing strategy in a cooperative is reduced to zero. Therefore, cooperative organizations need to choose the right marketing strategy that will allow them to effectively run their business. A separate place in the article is devoted to the analysis of market dynamics within the framework of the sharing economy. Based on the analysis, the importance of the sharing economy is shown. The basis of the digital economy is the predominance of the share of knowledge and innovation over the sphere of production. For this reason, building a business model is essential. It is necessary to introduce new technologies, at the same time, studying the needs of customers and optimizing activities in all indicators.

scholarly journals Rekayasa Proses Bisnis Layanan Pengiriman Paket

2021 ◽  
Vol 7 (2) ◽  
Author(s):  
Tiur Gantini ◽  
Yasinta Kurnia Wijaya
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Negative Impact ◽  
Rapid Development ◽  
Process Engineering ◽  
Interview Method ◽  
Package Delivery ◽  
Delivery Services ◽  
Observation Method ◽  
Direct Observation Method

During the pandemic, companies engaged in package delivery did not experience a negative impact, instead they experienced rapid development and new companies emerged. This study discusses business process engineering related to package delivery services in courier companies. Data research was collected through an interview method with one of the staff working in Jalur Nugraha Ekakurir (JNE) company Setrasari Bandung and a direct observation method related to this service. From the data research, it is known that the business processes ‘AS-IS’ are then carried out in business process engineering. It is recommended that agents and branches be able to sort packages so that if the package is in the nearest area it can be sent directly to the intended address according to the type of package chosen by the customer, with costs that include insurance for damage and loss of goods. And the courier on duty has been confirmed to be well trained, passed the test and knows the conditions of the location in the area very well.

The Role of Simulation in Business Process Reengineering

2011 ◽  
pp. 33-58
Author(s):  
Firas M. Alkhaldi ◽  
Mohammad Olaimat
Keyword(s):  
Business Process ◽  
Process Simulation ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Ethical Issues ◽  
Business Environment ◽  
Process Reengineering ◽  
Management Skills ◽  
Future Challenges

This chapter discusses the importance of business process simulation, while illustrating the relationship between business process reengineering (BPR) and change management, it focuses the discussion on the role of simulation in supporting BPR and the effect of simulation on business environment related skills, business management related skills, leadership related skills, employees empowering level, process improvement, ethical issues, and stakeholders’ management skills. The chapter discusses the value of simulation in implementing reengineering strategies and argues the future challenges of business process simulation and describes the limitations of simulation technology in reengineering business processes. Finally, it concludes with a discussion of the characteristics of successful simulation and simulation applications.

Modelli di business e modelli manageriali della banca. Dal rischio di business model al rischio strategico. Verso una revisione del framework dei rischi bancari?

2020 ◽  
Vol 3 (2020) ◽  
pp. 15-28
Author(s):  
Maurizio Baravelli ◽  
Keyword(s):  
Risk Management ◽  
Business Model ◽  
Planning Process ◽  
Theoretical Framework ◽  
Position Paper ◽  
Management Model ◽  
Model Risk ◽  
Strategic Risk ◽  
Risk Framework

The paper takes up the theoretical aspects that I dealt with in the first part of the AIFIRM-APB position paper, Business Model and SREP: the role of the CRO and the CFO and which I commented on in the Webinar of last July 9th. Starting from a defining framework, I deepen the theme of business model risk and its relationship with strategic risk. And I raise the question of revising the banking risk framework. In particular, I highlight how the business model and strategic risk depend on the management model. At the same time, ample space is dedicated to illustrating how the management model risk influences the sustainability of the business model. I examine the operational implications of the theoretical framework of the business model and propose a review of the business planning process. The purpose of the article is to start a debate with the intervention of risk management specialists above all.

Managing Dynamic Virtual Enterprises Using FIPA Agents

2011 ◽  
pp. 229-255 ◽  
Author(s):  
Vaggelis Ouzounis
Keyword(s):  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Global Scale ◽  
Autonomous Agent ◽  
Virtual Enterprises ◽  
Process Definition ◽  
Agent Based ◽  
Operational Costs ◽  
Business Process Execution

Virtual enterprises (VEs) enable the deployment of distributed business processes among different partners in order to shorten development and manufacturing cycles, reduce time to market and operational costs, increase customer satisfaction, and operate on global scale and reach. Dynamic virtual enterprises are an emerging category of VE where the different partners are being selected dynamically during business process execution based on market-driven criteria and negotiation. In this chapter, we present an agent-based platform for the management of dynamic VEs. The main contributions of this approach are the distributed, autonomous agent-based business process management, the XML-based business process definition language, the flexible ontologies, and the dynamic negotiation and selection of partners based on virtual marketplaces. The presented platform has been fully developed using emerging agent and Internet standards like FIPA, MASIF, and XML.

Redesigning Processes

2011 ◽  
pp. 136-167
Author(s):  
Minwir Al-Shammari
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Strategic Change ◽  
Business Process Redesign ◽  
Process Redesign ◽  
Work Activities ◽  
Business Environments ◽  
Effective Use ◽  
Customer Outcomes

In today’s turbulent and complex business environments, the focus has shifted from products to services. As a result, services have become a new battleground for competition; and processes, a weapon of war. Organizations wishing to boost their competitiveness need to focus on desired customer outcomes by redesigning business processes through effective use of advanced ICTs and the creativity of their human assets. Organizational reinvention of structure, people, and ICTs are driven by the CKM strategic change with a purpose of adding value to both customers and business firms. Reinventing organizations has the potential to create more flexible, team-based and integrated work activities, both internally and externally, to allow customers to be linked intimately to the business, to improve their experiences, and ultimately to develop enduring and profitable relationships with them. This chapter explores the last part in reinvention, viz. the role of business process redesign in CKM.

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