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Journal articles on the topic 'Business Process'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

charan, Chindam Ajith, Pardha Saradhi Duggirala, E. Sai kumar, J. Hima Bindu, R. Vijaya Lakshmi, and Premkumar Chithaluru. "Robotic Process Automation in Business Process." International Journal of Research Publication and Reviews 6, no. 5 (2025): 14269–75. https://doi.org/10.55248/gengpi.6.0525.1957.

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2

Bhaskar, Lal. "Business process reengineering: A process based management tool." Serbian Journal of Management 13, no. 1 (2018): 63–87. http://dx.doi.org/10.5937/sjm13-13188.

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3

Jia-Xing Wang, Jia-Xing Wang, Si-Bin Gao Jia-Xing Wang, Cong-Er Yuan Si-Bin Gao, Da-Peng Tan Cong-Er Yuan, and Jing Fan Da-Peng Tan. "Service Process Improvement Based on Business Process Management." 網際網路技術學刊 22, no. 5 (2021): 1117–28. http://dx.doi.org/10.53106/160792642021092205015.

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4

Vidgen, Richard, and Xiaofeng Wang. "From Business Process Management to Business Process Ecosystem." Journal of Information Technology 21, no. 4 (2006): 262–71. http://dx.doi.org/10.1057/palgrave.jit.2000076.

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New technologies, notably service-oriented architectures and Web services, are enabling a third wave of business process management (BPM). Supporters claim that BPM is informed by complexity theory and that business processes can evolve and adapt to changing business circumstances. It is suggested by BPM adherents that the business/IT divide will be obliterated through a process-centric approach to systems development. The evolution of BPM and its associated technologies are explored and then coevolutionary theory is used to understand the business/IT relationship. Specifically, Kauffman's NKC

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5

Katarzyna, Budzynska. "Business Process Offshoring in Poland." New Trends and Issues Proceedings on Humanities and Social Sciences 3, no. 4 (2017): 119–28. http://dx.doi.org/10.18844/gjhss.v3i4.1534.

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6

Nadarajah, Devika, and Sharifah Latifah Syed A. Kadir. "Measuring Business Process Management using business process orientation and process improvement initiatives." Business Process Management Journal 22, no. 6 (2016): 1069–78. http://dx.doi.org/10.1108/bpmj-01-2014-0001.

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Purpose Past research examining Business Process Management (BPM) mainly focussed on either process alignment, business process orientation (BPO) or process improvement initiative (PII) constructs. However, based on the definition of BPM by Zairi (1997) and Lee and Dale (1998), BPM comprises all the elements of process alignment, BPO and PII. Hence, the purpose of this paper is to present a total view of measuring BPM through combining BPO and PIIs. Design/methodology/approach Quantitative research technique was applied for this study. The study was carried out in Malaysia. Close-ended survey

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7

Richman Miyambu, Gezani, and Solly Matshonisa Seeletse. "Numeric measurement of business process optimization." Environmental Economics 7, no. 4 (2016): 20–24. http://dx.doi.org/10.21511/ee.07(4).2016.02.

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The paper describes a simple, straightforward method to measure progress of business process optimization (BPO). The aim is to derive measures of the degree of BPO attainment in order to identify future priority focus for ensuing exercises. These measures can help to identify components of business that should be improved towards full optimization of processes in business. In an ideal case of the business containing all the components, a large business scenario is assumed. However, flexibility is permissible when changes are experienced with either some business aspects missing or new ones add

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8

Elliman, Tony, Tally Hatzakis, and Alan Serrano. "Business Process Simulation." International Journal of Enterprise Information Systems 2, no. 3 (2006): 43–58. http://dx.doi.org/10.4018/jeis.2006070104.

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9

Baporikar, Neeta. "Business Process Management." International Journal of Productivity Management and Assessment Technologies 4, no. 2 (2016): 49–62. http://dx.doi.org/10.4018/ijpmat.2016070104.

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In today's business environment it is impossible for one or one group of people to fully know or understand all the dynamics associated with the operational business processes within an organization. This is why it is essential that companies map, monitor, analyze and collaborate on process knowledge and management improvement. It is here that organizations are looking towards Business Process Management (BPM), which would help to maximize the bottom-line impact of process improvement efforts through effective communication. It supports all elements of business processes - from modeling and do

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10

Ziegel, Eric R., and Robert Camp. "Business Process Benchmarking." Technometrics 38, no. 2 (1996): 193. http://dx.doi.org/10.2307/1270437.

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11

Guha, Subashish, William J. Kettinger, and James T. C. Teng. "BUSINESS PROCESS REENGINEERING." Information Systems Management 10, no. 3 (1993): 13–22. http://dx.doi.org/10.1080/10580539308906939.

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12

Motwani, Jaideep, Ashok Kumar, James Jiang, and Mohamed Youssef. "Business process reengineering." International Journal of Operations & Production Management 18, no. 9/10 (1998): 964–77. http://dx.doi.org/10.1108/eum0000000004536.

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13

Llewellyn, Nick, and Colin Armistead. "Business process management." International Journal of Service Industry Management 11, no. 3 (2000): 225–43. http://dx.doi.org/10.1108/09564230010340751.

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14

Landesman, Linda Young, Forest Markowitz, and Nelson Conde. "Business Process Improvement." Journal of Public Health Management and Practice 16, no. 2 (2010): 104–9. http://dx.doi.org/10.1097/phh.0b013e3181c65534.

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15

Grigori, Daniela, Fabio Casati, Malu Castellanos, Umeshwar Dayal, Mehmet Sayal, and Ming-Chien Shan. "Business Process Intelligence." Computers in Industry 53, no. 3 (2004): 321–43. http://dx.doi.org/10.1016/j.compind.2003.10.007.

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16

Kalina, Christine M., James Fitko, and Charles W. Barthel. "Business Process Design." AAOHN Journal 45, no. 7 (1997): 337–41. http://dx.doi.org/10.1177/216507999704500704.

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17

Childre, Frances, Charles W. Barthel, Christine M. Kalina, and James Fitko. "Business Process Design." AAOHN Journal 46, no. 12 (1998): 581–88. http://dx.doi.org/10.1177/216507999804601204.

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18

Hull, Richard, Jan Mendling, and Stefan Tai. "Business process management." Information Systems 37, no. 6 (2012): 517. http://dx.doi.org/10.1016/j.is.2011.10.008.

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19

Becker, Jörg, and Martin Kugeler. "Business Process Reengineering." Controlling 13, no. 10 (2001): 489–96. http://dx.doi.org/10.15358/0935-0381-2001-10-489.

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20

Barothy, Thomas, Markus Peterhans, and Kurt Bauknecht. "Business process reengineering." ACM SIGOIS Bulletin 16, no. 1 (1995): 3–10. http://dx.doi.org/10.1145/209891.209892.

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21

Eicher, Jill, and David Ruder. "Business Process Analytics." Journal of Alternative Investments 10, no. 2 (2007): 76–84. http://dx.doi.org/10.3905/jai.2007.695270.

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22

Pourmasoumi, Asef, and Ebrahim Bagheri. "Business process mining." Encyclopedia with Semantic Computing and Robotic Intelligence 01, no. 01 (2017): 1630004. http://dx.doi.org/10.1142/s2425038416300044.

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One of the most valuable assets of an organization is its organizational data. The analysis and mining of this potential hidden treasure can lead to much added-value for the organization. Process mining is an emerging area that can be useful in helping organizations understand the status quo, check for compliance and plan for improving their processes. The aim of process mining is to extract knowledge from event logs of today’s organizational information systems. Process mining includes three main types: discovering process models from event logs, conformance checking and organizational mining

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23

Ляндау, Юрий, YUriy Lyandau, Денис Стасевич, and Denis Stasevich. "Business process automation." Russian Journal of Management 2, no. 6 (2014): 290–302. http://dx.doi.org/10.12737/11220.

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The article deals with the modern approach of integrated automation of business processes based on the developed strategy of information technology, its benefits, results and structure. The authors study the basic integrated applications to automate complex business processes.

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24

vom Brocke, Jan, Lars Mathiassen, and Michael Rosemann. "Business Process Management." WIRTSCHAFTSINFORMATIK 56, no. 4 (2014): 207–8. http://dx.doi.org/10.1007/s11576-014-0420-8.

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25

Becker, Jörg, Michael Rosemann, Maximilian Röglinger, and Michael zur Muehlen. "Business Process Management." Business & Information Systems Engineering 4, no. 5 (2012): 227–28. http://dx.doi.org/10.1007/s12599-012-0228-2.

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26

vom Brocke, Jan, Lars Mathiassen, and Michael Rosemann. "Business Process Management." Business & Information Systems Engineering 6, no. 4 (2014): 189. http://dx.doi.org/10.1007/s12599-014-0330-8.

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27

van der Aalst, Wil M. P., Marcello La Rosa, and Flávia Maria Santoro. "Business Process Management." Business & Information Systems Engineering 58, no. 1 (2016): 1–6. http://dx.doi.org/10.1007/s12599-015-0409-x.

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28

Pernici, Barbara, and Mathias Weske. "Business process management." Data & Knowledge Engineering 56, no. 1 (2006): 1–3. http://dx.doi.org/10.1016/j.datak.2005.02.003.

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29

Dustdar, Schahram, José Luiz Fiadeiro, and Amit Sheth. "Business process management." Data & Knowledge Engineering 64, no. 1 (2008): 1–2. http://dx.doi.org/10.1016/j.datak.2007.06.004.

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30

Hungenberg, Harald, and Torsten Wulf. "Business Process Reengineering." Zeitschrift für wirtschaftlichen Fabrikbetrieb 93, no. 7-8 (1998): 304. http://dx.doi.org/10.1515/zwf-1998-937-807.

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31

Greasley, Andrew. "Using business‐process simulation within a business‐process reengineering approach." Business Process Management Journal 9, no. 4 (2003): 408–20. http://dx.doi.org/10.1108/14637150310484481.

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32

Bae, Hyerim, Sanghyup Lee, and Ilkyeong Moon. "Planning of business process execution in Business Process Management environments." Information Sciences 268 (June 2014): 357–69. http://dx.doi.org/10.1016/j.ins.2013.12.061.

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33

Schäfermeyer, Markus, Christoph Rosenkranz, and Roland Holten. "The Impact of Business Process Complexity on Business Process Standardization." Business & Information Systems Engineering 4, no. 5 (2012): 261–70. http://dx.doi.org/10.1007/s12599-012-0224-6.

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34

Nur Azizah, Amalia, Heriyono Lalu, and Sheila Amalia Salma. "Design of Business Process Improvement Survey of Business Activities With Business Process Improvement Approach." JKIE (Journal Knowledge Industrial Engineering) 8, no. 2 (2021): 141–53. https://doi.org/10.35891/jkie.v8i2.2618.

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Bank Indonesia Representative Office West Java is one of the companies that makes data and information a very important asset. One of the main ways to obtain data or information is by conducting a survey, namely the Survei Kegiatan Dunia Usaha (SKDU). In actual conditions, the SKDU process has not been implemented properly, causing a low level of validity and delays in processing time. so this study aims to design a proposed business process to increase the level of validity and reduce processing time. This research method uses Business Process Improvement which is carried out in 4 stages, nam

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35

Nedić, Vladimir, Violeta Domanović, and Danijela Despotović. "The application of EFQM model of business excellence in the process of self-assessment of business processes: A case study." Economics of Sustainable Development 8, no. 2 (2024): 35–51. http://dx.doi.org/10.5937/esd2402035n.

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In contemporary business environment, business excellence is an inevitable condition for the long-term survival, growth and development of an enterprise. Business Excellence implies permanent improvement of all business processes and activities, which ultimately contributes to improvement of long-term and sustainable enterprise effectiveness and creation of value for all stakeholders. Hence, the paper discusses the concept of business excellence and possibilities of application of the model of business excellence in order to define metrics and self-assessment of business processes and activiti

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36

Gulledge, Thomas R., and Rainer A. Sommer. "Process coupling in business process engineering." Knowledge and Process Management 6, no. 3 (1999): 158–65. http://dx.doi.org/10.1002/(sici)1099-1441(199909)6:3<158::aid-kpm62>3.0.co;2-1.

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37

Kozlova, Elena. "Business process optimization with process mining." Drukerovskij Vestnik, no. 3 (June 23, 2025): 71–77. https://doi.org/10.17213/2312-6469-2025-3-71-77.

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38

Valiris, George, and Michalis Glykas. "Business analysis metrics for business process redesign." Business Process Management Journal 10, no. 4 (2004): 445–80. http://dx.doi.org/10.1108/14637150410548100.

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39

Pritchard, Jean‐Philip, and Colin Armistead. "Business process management – lessons from European business." Business Process Management Journal 5, no. 1 (1999): 10–35. http://dx.doi.org/10.1108/14637159910249144.

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40

Kottapalli, Pavani. "Virtuous Business Model & Knowledge Creation Process." International Journal of Science and Research (IJSR) 10, no. 10 (2021): 1622–23. http://dx.doi.org/10.21275/sr24531192911.

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41

Flores-Jimeno, Rocío, and Inmaculada Jimeno-García. "Dynamic analysis of different business failure process." Problems and Perspectives in Management 15, no. 2 (2017): 486–99. http://dx.doi.org/10.21511/ppm.15(si).2017.02.

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This work is framed in the research of business failure. We examine a method of analyzing the dynamics of financial failure. The authors examine a method of analyzing the dynamics of financial failure, because our goal is to analyze how the economic and financial indicators show the risk of failure in a group of companies. Using a sample of 163 companies declared bankrupt or dissolved, the authors show how to depict company trajectories of behavior and movement to terminal failure. They analyze these trajectories to find and describe empirical evidence of the different dynamics of bankruptcy.

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42

Aluru, Shashikanth. "Pega Robotic Process Automation: Transforming Business Processes." International Journal of Science and Research (IJSR) 14, no. 2 (2025): 230–33. https://doi.org/10.21275/sr25127112308.

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43

Mutwil, Anita. "Market Analysis of Business Process Outsourcing in Logistics." Marketing i Zarządzanie 42 (2016): 127–38. http://dx.doi.org/10.18276/miz.2016.42-08.

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44

Kožíšek, František, and Ivan Vrana. "Business Process Modelling Languages." Agris on-line Papers in Economics and Informatics 9, no. 3 (2017): 39–49. http://dx.doi.org/10.7160/aol.2017.090304.

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45

Bogoslovskaya, Natalya Valentinovna, and Aleksandr Viktorovich Brzhezovskii. "Executable Business Process Modeling." Development of education, no. 1 (7) (March 13, 2020): 29–34. http://dx.doi.org/10.31483/r-74738.

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As noted in the explanatory note to the «Information Systems Specialist» professional standard, the success of implementing information systems is largely determined by the accuracy of their adaptation to the business processes of the customer organization. Today, BPMN notation is often used as a tool for extracting requirements for information systems. BPMN provides executable semantics that make it possible not only to draw up a detailed specification of a business process, but also to model it with numerical estimates. The aims of this study are to choose tools for teaching students from th

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46

Stephenson, Hal W., Ned M. Gibbons, Bjørn Andersen, and Bjorn Andersen. "Business Process Improvement Toolbox." Technometrics 41, no. 4 (1999): 374. http://dx.doi.org/10.2307/1271364.

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47

Bykova, A. V. "BUSINESS PROCESS ARCHITECTURE DEVELOPMENT." Фундаментальные исследования (Fundamental research), no. 8 2021 (2021): 5–9. http://dx.doi.org/10.17513/fr.43073.

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48

Mukherjee, Momin. "Business Process Analysis Methodology." INTERNATIONAL JOURNAL OF ADVANCED ENGINEERING AND MANAGEMENT 2, no. 5 (2017): 113. http://dx.doi.org/10.24999/ijoaem/02050029.

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49

Sharma, Ashok. "Business Process Outsourcing:An Overview." Review of Professional Management- A Journal of New Delhi Institute of Management 2, no. 1 (2004): 35. http://dx.doi.org/10.20968/rpm/2004/v2/i1/101070.

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50

Blyth, Andrew. "Business process re-engineering." ACM SIGGROUP Bulletin 18, no. 2 (1997): 5–6. http://dx.doi.org/10.1145/265665.271211.

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