Relevant bibliographies by topics / Cross-functional business process

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Cross-functional business process'

Author: Grafiati
Published: 28 May 2022
Last updated: 18 July 2025

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Journal articles on the topic "Cross-functional business process"

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Sommer, Rainer A. "Architecting cross-functional business processes: new views on traditional business process reengineering." International Journal of Management and Enterprise Development 1, no. 4 (2004): 345. http://dx.doi.org/10.1504/ijmed.2004.004638.

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Gordeeva, E. I. "Cross-functional Business Processes as a new research object." Accounting. Analysis. Auditing 9, no. 3 (2022): 107–16. http://dx.doi.org/10.26794/2408-9303-2022-9-3-107-116.

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Recent research in business process management has shown the negative impact of various kinds of barriers on the financial performance of the organization, arising from the inconsistency of the actions of individual business units. Academicians and practitioners develop proposals for creating a cross-functional team of employees within the company to eliminate such barriers. Despite the intensification of scientific research in the field of business process optimization in recent years, the task of improving accounting methods and analyzing the effectiveness of business processes remains relev
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Moses, Anna. "Cross‐functional make or buy decision process ownership." Management Research Review 34, no. 9 (2011): 1042–60. http://dx.doi.org/10.1108/01409171111158983.

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Fiedler, Kirk D., Varun Grover, and James T. C. Teng. "Information Technology-Enabled Change: The Risks and Rewards of Business Process Redesign and Automation." Journal of Information Technology 9, no. 4 (1994): 267–75. http://dx.doi.org/10.1177/026839629400900403.

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Information technology-enabled business process redesign is a means of levering the power of information technology to change organizational processes radically resulting in substantial improvements in corporate effectiveness and efficiency. Some of the greatest opportunities for organizational improvement using IT are associated with the support of processes that cross functional boundaries. In this search for improvement, it is important to recognize that there are both process risks associated with business process redesign and structural risks associated with crossing functional boundaries
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Yang, Huan Chun. "Business Process Reengineering Based on Workflow Technology." Key Engineering Materials 474-476 (April 2011): 1500–1506. http://dx.doi.org/10.4028/www.scientific.net/kem.474-476.1500.

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Faced with the impact of increasingly demand of customers, competitions and frequent changes, the contemporary enterprises must carry out deep analysis on the traditional working and organizing ways of enterprises, fundamental rethink and thoroughly redesign the enterprise's business process, integrate a series activities of cross-functional and cross-border involved in the process from the aspect of meeting the demand of internal activities and the needs for external customers. This article first carries out analysis on the workflow technology, life cycle, Business Process Reengineering and i
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Pimenta, Marcio Lopes, Andrea Lago da Silva, and Wendy L. Tate. "Characteristics of cross-functional integration processes." International Journal of Logistics Management 27, no. 2 (2016): 570–94. http://dx.doi.org/10.1108/ijlm-01-2014-0010.

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Purpose – The purpose of this paper is to characterize the cross-functional integration processes between marketing and logistics, while considering five basic elements: boundary spanning activities, integration factors, level of integration, formality/informality and impacts of integration. Design/methodology/approach – After an extensive literature review, five case studies were performed and in-depth interviews conducted. Both within-case and cross-case analysis was performed to better understand the cross-functional integration processes between marketing and logistics. Findings – A charac
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Dr., Amar Kumar Chaudhary, and Kumari Puja. "Redefining Strategic Management Process : The need of the Hour." RESEARCH REVIEW International Journal of Multidisciplinary 03, no. 09 (2018): 121–26. https://doi.org/10.5281/zenodo.1410520.

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Strategic management is defined as the art and science of formulating, implementing, and evaluating cross-functional decisions that enable the organization to achieve its objectives. Generally, strategic management is not only related to a single specialization but covers cross-functional or overall organization. Strategic management involves the formulation and implementation of the major goals and initiatives taken by a company's top management on behalf of owners, based on consideration of resources and an assessment of the internal and external environments in which the organization co
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Goeke, Richard J., and Yvonne L. Antonucci. "Antecedents to Job Success in Business Process Management." Information Resources Management Journal 24, no. 1 (2011): 46–65. http://dx.doi.org/10.4018/irmj.2011010104.

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Business Process Management (BPM) maximizes firm performance by transforming isolated functional activities into streamlined, cross-functional processes. Being a relatively new discipline, disagreement exists regarding the position structure and qualifications required for success. However, certain individual differences have been associated with job performance, both in general and for specific occupations. Because BPM initiatives can be expensive and risky, understanding these individual differences may help practitioners improve their chances for BPM job success. Two models of job performan
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Kaliberda, Elena A., Ksenia V. Chemerilova, and Olga G. Sheveleva. "Application of a cross-functional approach to optimize the activities of a specialized vehicle depot." International Journal of Advanced Studies 15, no. 2 (2025): 103–23. https://doi.org/10.12731/2227-930x-2025-15-2-336.

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Background.The article considers the possibility of using cross-functional approach to analyze and optimizemotor transport enterprise’s business processes. Cross-functional and end-to-end processes are basic approaches to process-based enterprise management. The article analyzes the peculiarities of application of each of the approaches, and also provides the justification of the necessity to create a cross-functional team to optimize the processes under consideration. A cross-functional team includes employees of different departments involved in a cross-functional process. The efficiency of
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Pchelintseva, L. B. "Cross-functional Process-oriented Concept of Controlling the Management of Commercial Organizations." Izvestiya of Saratov University. Economics. Management. Law 13, no. 1 (2013): 62–66. http://dx.doi.org/10.18500/1994-2540-2013-13-1-62-66.

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In the last few years in Russia both on theoretical and practical levels increased significantly to controlling interest as a fundamentally new approach to the management of an enterprise, regardless of the type and scope of its activities. In this regard, the concept of the relationship issues of process-oriented management in business organizations become even more important. The paper summarizes the available scientific theory and understanding of controlling how a certain process, presented author’s treatment of controlling, as independent complex cross-functional process-oriented manageme
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Dissertations / Theses on the topic "Cross-functional business process"

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Hutchison-Krupat, Jeremy. "Resource allocation, incentives and organizational structure for collaborative, cross-functional new product development." Diss., Georgia Institute of Technology, 2011. http://hdl.handle.net/1853/42831.

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This thesis addresses important operational aspects relating to fundamental components of any successfully executed NPD strategy: the processes, incentives and structure of decision rights that should be implemented given the objectives and capabilities of the firm. The first chapter outlines when a firm might prefer to compensate members of a NPD project team either, as individuals (e.g. based on their functional contribution to overall value) or as a team (e.g. based on the overall profit generated). We find that neither team nor individual based compensation is preferred for all types of p
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Швидкий, Е. А. "Інтелектуалізація управління нафтогазовими підприємствами". Thesis, Івано-Франківський національний технічний університет нафти і газу, 2012. http://elar.nung.edu.ua/handle/123456789/1754.

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Дисертаційна робота присвячена дослідженню і розробці теоретико-методологічних і прикладних підходів до інтелектуалізації процесів управління діяльністю підприємств нафтогазового комплексу. В роботі доказово продемонстровано, що інтелектуалізацію управлінської праці слід вважати головною умовою забезпечення конкурентоспроможності підприємств в епоху економіки знань, а також обґрунтована доцільність і необхідність інтелектуалізації управлінської праці в національному господарстві України. На основі узагальнення наукових засад інтелектуалізації управлінської праці детерміновано основні пон
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Books on the topic "Cross-functional business process"

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Cookey, Peter Emmanuel, Thammarat Koottatep, Walter Thomas Gibson, and Chongrak Polprasert. Integrated Functional Sanitation Value Chain. IWA Publishing, 2022. http://dx.doi.org/10.2166/9781789061840.

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Abstract The value chain (VC) system is a key way to address important sanitation technological and institutional gaps in production and service delivery and could constitute a natural platform for development actions and also serve as a market systems approach to improve access to safely-managed sanitation. It has been suggested that sanitation could boost local and national economies and global interconnections with a growing recognition that the private sector can play a bigger role in delivering the Sustainable Development Goal for sanitation, and help businesses understand value-added and
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Book chapters on the topic "Cross-functional business process"

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Gulledge, Thomas R., Rainer A. Sommer, and M. Murat Tarimcilar. "Cross-Functional Process Integration and the Integrated Data Environment." In Business Process Engineering. Springer US, 1999. http://dx.doi.org/10.1007/978-1-4615-5091-4_3.

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Mohagheghi, Parastoo, Casper Lassenius, and Ingrid Omang Bakken. "Enabling Team Autonomy in a Large Public Organization." In Agile Processes in Software Engineering and Extreme Programming – Workshops. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-58858-8_25.

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Abstract This paper describes how autonomy emerged in a team in a large public organization and which factors were important in this process. The organization has back sourced software development and abandoned a stage-based software development process with many handovers between business, IT and vendors. We collected data in four semi-structured interviews and analyzed information on changes in the structure and responsibilities of the team. The team has refined its portfolio for better cohesion, stepwise taken over the responsibility for software development from the vendor and in parallel recruited software developers, UX designers and testers. Product owners have joined the team as well. Supported by changes to the financing model, the team has transformed from mediating between business and vendors to a cross-functional product team with autonomy over its budget, backlog and software development process. As a result, the team can better balance between delivering new features and quality improvements, continuously deliver software with less overhead and focus on its mission to deliver user-friendly services with increased involvement of domain experts. Defining a clear product boundary and reducing dependencies on other teams, developing necessary skills and changing the financing model are recognized as the main success factors, as well as the main challenges in the transition process.
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Olsen, John Olav, Viktoria Stray, and Nils Brede Moe. "Business Development in Large-Scale Agile Software Development: Barriers and Enablers." In Agile Processes in Software Engineering and Extreme Programming – Workshops. Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-48550-3_16.

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AbstractCurrently, many financial organizations must undergo a digital transformation. In this study, we investigated a transformation in a Norwegian fintech company with the aim of understanding how the tasks performed by business development can be better aligned with the work of cross-functional development teams. Specifically, we examined the enablers and barriers to coordination between business development and software product development in large-scale agile software development. The organization under study had 25 software product development teams that followed an in-house agile model. We collected data by conducting 13 interviews and collecting various documents. Our findings suggest that having cross-functional fora, having a common understanding of what business development is, and coaching the whole organization to be more agile can improve coordination between business and software development.
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Lederer, Matthias, and Peter Schott. "Business Process Management." In Encyclopedia of Organizational Knowledge, Administration, and Technology. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3473-1.ch158.

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Business process management is the cross-functional orientation of organizations along the value chain. This article discusses the basics and advantages of process orientation in companies. Using the classic process life cycle, well-known as well as emerging techniques, methods and tools are explained. Intuitive and complex process analysis methods are introduced, and alternatives of meaningful modeling are differentiated. For the implementation of the optimized processes, relevant aspects of team management as well as basic classes of IT tools are discussed in order to support not only manual but also digital processes. How processes are monitored strategically and operationally is also part of the life cycle. Furthermore, upcoming trends are part of the discussion.
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Goeke, Richard J., and Yvonne L. Antonucci. "Antecedents to Job Success in Business Process Management." In Managing Information Resources and Technology. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-3616-3.ch004.

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Business Process Management (BPM) maximizes firm performance by transforming isolated functional activities into streamlined, cross-functional processes. Being a relatively new discipline, disagreement exists regarding the position structure and qualifications required for success. However, certain individual differences have been associated with job performance, both in general and for specific occupations. Because BPM initiatives can be expensive and risky, understanding these individual differences may help practitioners improve their chances for BPM job success. Two models of job performance have dominated organizational research; one argues that personality traits are the chief determinants, while the other argues that intelligence and experience are most important. This paper uses logistic regression to examine the efficacy of each model in predicting job performance among BPM professionals. Results indicate that intelligence, conscientiousness, and openness to experience are the most important differentiators of BPM job performance.
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Kasemsap, Kijpokin. "The Role of Business Process Reengineering in the Modern Business World." In Achieving Enterprise Agility through Innovative Software Development. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8510-9.ch005.

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This chapter reveals the role of business process reengineering (BPR) in the modern business world, thus illustrating the theoretical and practical concept of BPR, the applications of BPR, the drivers of BRR (in terms of internal drivers and external drivers), the critical success factors of BPR (i.e., egalitarian leadership, collaborative working environment, top management commitment, supportive management, information technology, change management, project management, and cross-functional coordination), the implementation of BPR, and BPR software tools. BPR is a systematic approach to helping an organization analyze and improve its processes in digital age. BPR is a continuum of change initiatives in order to deliver better business performance standards through establishing sustainable process capability in modern organizations. BPR has become a popular tool to dealing with rapid technological and business change in the global competitive environment. Applying BPR will greatly improve business performance and reach business goals in global business.
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Liang, Qianhui, and Michael Parkin. "High-Quality Business Processes Based on Multi-Dimensional QoS." In Performance and Dependability in Service Computing. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-60960-794-4.ch007.

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An important area of services research gathering momentum is the ability to take a generic business process and instantiate it by selecting services that meet both the functional and non-functional requirements of the process owner. These non-functional or quality-of-service (QoS) requirements may describe essential performance and dependability requirements and apply across different logical layers of the application, from business-related details to system infrastructure; i.e., they are cross-cutting and considered multidimensional. Configuring an abstract business process with the “best” services to meet the process owner’s multidimensional end-to-end QoS requirements is a challenging task as there may be many services that match to the functional requirements but provide differentiated QoS characteristics. In this chapter we explore an approach to discover services, differentiated by their QoS attributes, to configure an abstract business process by selecting an optimal configuration of the “best” QoS combinations. The approach considered takes into account the optimal choice of multi-dimensional QoS variables. We present and compare two solutions based on heuristic algorithms to illustrate how this approach would work practically.
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Ossorio, Mario. "Technological Innovation in Family Firms." In Advances in Business Strategy and Competitive Advantage. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1655-3.ch007.

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This chapter illustrates the main issues with respect to innovation process within family firms. In the first part, it describes the main theories underlying the innovation process of family firms (agency theory, altruism, portfolio theory, stewardship theory, socioemotional wealth perspective). In the second part, it exposes the R&D underinvestment problem in large companies with a focus on the effect of the family ownership on the R&D investments. In the third part, it describes the effect of family ownership on the innovation output with a focus on the kind of innovation (radical vs. incremental). In the fourth section, studies exploring the innovation strategies of family firms (prospectors, analysers, defenders, reactors) are examined. In the fifth section, it sheds light on the innovation management process of family firms. In this part, it explores the issues of internal innovation process (functional vs. cross-functional structure) and of the partnerships with external actors aimed to generate innovation.
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Nayak, Smitha, and Nandan Prabhu. "Paradigm Shift in Management Education." In Research Anthology on Business and Technical Education in the Information Era. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-5345-9.ch041.

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Scholars, in the field of management education, have questioned the efficacy of current focus of business education in creating effective managers. Gulf between theory and practice, undue emphasis on conceptual knowledge, and lamentable attention to knowledge assimilation are cited as the prominent reasons for significantly low level of managerial effectiveness. In this regard, this chapter analyses the current paradigms of management education in its attempt to make a case for the need for a paradigm shift in education. Review of prior research clearly articulates the need for a cross functional approach to management education to bridge the gap between theory and its application. Further, this chapter discusses the dimensions of the process-orientation paradigm that it articulates. Potential contributions of process orientation paradigm and challenges before the cross-functional perspective of management education are also presented.
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Trad, Antoine. "Business Transformation and Enterprise Architecture Projects." In Handbook of Research on Applying Emerging Technologies Across Multiple Disciplines. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8476-7.ch005.

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This chapter proposes the fundaments of artificial intelligence (AI) and is the basics of the author's framework that is specialized in transformation initiatives. The proposed natural language programming (NLP) concept is supported by the author's applied holistic mathematical model (AHMM) for AI (AHMM4AI) that is the result of research on AI, business, financial, and organizational transformations using applied mathematical models. This research is based on years of cross-functional research initiatives and on an authentic and proprietary mixed research method that is supported by an authentical version of an AI search tree, which is combined with an internal heuristics motor, which is applied to requirements NLP strategy. The proposed AHMM4AI-based NLP fundamentally functions like the human empiric decision-making process that can be compared to the behaviour-driven development methods, which are optimal for complex software engineering.
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Conference papers on the topic "Cross-functional business process"

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Liu, Ping. "Demand Forecasting: Cross-Functional, Cross-Disciplinary Analytics." In Vertical Flight Society 73rd Annual Forum & Technology Display. The Vertical Flight Society, 2017. http://dx.doi.org/10.4050/f-0073-2017-12219.

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Accurate material demand forecasting can lead to significant cost savings, greater competitiveness and improved customer satisfaction. However, more often than not, demand forecasting as a business function is carried out poorly, with forecast accuracy often not significantly better than the naïve forecast. To appropriately address these concerns and satisfy overall business objectives, it's increasingly important to have a holistic strategy to improve demand forecast accuracy through a well thought-out enterprise data strategy, applications of advanced forecasting methods as well as synchroni
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Sanz, Jorge L. C., Fernando Suarez, Andre Calmon, and Valeria Becker. "The Structure of Cross-Functional Process Model Collections: An Empirical Investigation." In 2014 IEEE 16th Conference on Business Informatics (CBI). IEEE, 2014. http://dx.doi.org/10.1109/cbi.2014.57.

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Adegboye, Phillip, Ekene Onyekwena, and Tolu Kuku. "Agile Adoption Enhances Cross-Functional Assessment of Idle Wellbore Restoration Project." In SPE Nigeria Annual International Conference and Exhibition. SPE, 2023. http://dx.doi.org/10.2118/217144-ms.

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Abstract The Joint Venture ("JV") Offshore Asset of company X in Nigeria hosts a portfolio of more than 600 wellbores. The asset is over 55 years old and as such, has a sizable number of idle wellbores. The Asset Team has been actively intervening in these idle wellbores using non-rig workover ("NRWO") units over the years. However, due to the age of these wells and the severity of some of the downhole conditions, an increasing number of these wells have become mechanically challenging to execute using NRWO barges. A higher capacity but cost-effective workover unit is therefore required. A cro
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Burkett, Michael A. "Expanding the Reliability Process to More Accurately Assess Business Risks and Opportunities Associated With Long-Term Maintenance Contracts." In ASME Turbo Expo 2006: Power for Land, Sea, and Air. ASMEDC, 2006. http://dx.doi.org/10.1115/gt2006-90022.

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Many aerospace manufacturers, including Rolls -Royce, have expanded beyond direct product sales into a variety of aftermarket services. Long-term maintenance agreements are a prime example, where the customer pays an agreed monthly fee and the manufacturer takes responsibility for all covered repairs and maintenance. The company’s obligation to cover future repair costs brings with it the need to accurately predict those costs years into the future. This infers a need for detailed and accurate service data, advanced analysis methods and tools, and effective communication of analysis results. R
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Ussenbayeva, K., T. Munbayev, A. Skopich, et al. "Agile Delivery of Business through Integrated Planning, Application of Minimum Functional Objective and Digitization." In SPE Caspian Technical Conference and Exhibition. SPE, 2024. http://dx.doi.org/10.2118/223450-ms.

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Abstract During the recent period of a challenging business environment that included significant impact of the global pandemic, a leading energy producer in Western Kazakhstan initiated work to reset the business with clear priorities of maintaining safe and reliable operations and safely delivering major capital projects in execution phase. To support these objectives the annual Integrated Business Plan (IBP), introduced internally by the Strategy, Planning, and Business Performance (SP&BP) department, adopted an agile delivery model guided by a minimum functional objectives (MFO) method
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Jones, Gareth David, and Shawn Fullmer. "The ExxonMobil Brazil Technology Collaborative: A Team of Teams Cross-Silo Leadership Experiment." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/211629-ms.

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Abstract The value of breaking down silos to enable people to collaborate across organizational boundaries and disciplines is widely recognized. This horizontal collaboration stimulates innovation that can result in the development of new integrated solutions and business opportunities. Unfortunately cross-silo leadership is notoriously difficult to achieve. Effective collaboration across interfaces between Technology Development and Operating Units in many industries, including the energy industry, is a particularly stubborn challenge. The purpose of this paper is to share an approach and res
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Toche, Boris, Greg Huet, Grant McSorley, and Cle´ment Fortin. "A Product Lifecycle Management Framework to Support the Exchange of Prototyping and Testing Information." In ASME 2010 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/detc2010-29005.

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The modern perspective on product life cycle and the rapid evolution of Information and Communication Technologies in general have opened a new era in product representation and product information sharing between participants, both inside and outside the enterprise and throughout the product life. In particular, the Product Development Process relies on cross-functional activities involving different domains of expertise that each have their own dedicated tools. This has generated new challenges in terms of collaboration and dissemination of information at large between companies or even with
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Jain, Anurag, Sathish Kumar Thirugnanam, Atul Narsingpurkar, and Jitesh H. Panchal. "Next Generation Technologies for Improving Product Planning and Development: An Industry Perspective." In ASME 2013 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/imece2013-65173.

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Successful product planning and development revolves around great innovation, effective implementation of new ideas, cross-functional collaboration, and right decision making before translating ideas into a right product portfolio, features and technology roadmaps, and finally launching them as successful products. Managing the product planning processes offers multiple challenges in the absence of a healthy idea pipe line, a good visibility into market and competition dynamics, lack of cross functional collaboration and finally, absence of an integrated process and system to support the compl
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Nagiligari, Babu K., Jimish Shah, Zhenghui Sha, Sathishkumar Thirugnanam, Anurag Jain, and Jitesh Panchal. "Integrated Part Classification for Product Cost and Complexity Reduction." In ASME 2014 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/detc2014-34492.

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The manufacturing industry is moving towards a truly global arena. Organizations are adopting the philosophy of “design anywhere, manufacture anywhere, and sell anywhere”. Global operations with local focus have become the core of an organization’s strategy. Organizations are trying to have a vast product portfolio with mass customization to meet the customers’ increasing demand for personalized products. While expanding the product portfolio and bringing new products to the market the aspect of product sustenance across its life cycle is often missed out. With regulatory standards becoming mo
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Oshmarin, Roman, Kirill Isakov, Ignat Chekanov, et al. "Corporate Engineering Center Org. Transformation in Response to New Business Challenges." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206075-ms.

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Abstract Objectives/Scope The world is changing rapidly. In order to response to VUCA conditions, we started the business transformation of GPN scientific and technical center (STC) in the mid 2019, and finished shortly after COVID crisis began (in June 2020). Now we can sum up the ultimate effect: Methods, Procedures, Process GPN STC made a long way since 2007 and became a strong corporate engineering center, providing a full range of services from the basin modeling to the integrated modeling. In 2019, we started the transformation from the description of objectives, and for these purpose, t
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Reports on the topic "Cross-functional business process"

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Genter, David Paul. Systems Design Engineering: A Holistic Requirements-led Approach to Concept Design. SAE International, 2024. http://dx.doi.org/10.4271/epr2024024.

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<div class="section abstract"><div class="htmlview paragraph">Many organizations are falling far short of achieving the lifecycle potential of their new product designs. One major source of this suboptimal business performance stems from underleveraging key Systems Engineering and Design Engineering principles in the early phases of the design process. If these are being poorly applied, the following will likely occur:<ul class="list disc"><li class="list-item"><div class="htmlview paragraph">Inefficient use of engineering (and other cross-functional) resources&lt
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