To see the other types of publications on this topic, follow the link: Cross-functional business process.
Journal articles on the topic 'Cross-functional business process'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Cross-functional business process.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full text
2
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.
Full text
3
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.
Full textAbstract:
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 implementation stages, concludes that workflow technology can better support all stages of Business Process Reengineering and better realize the process management and control. Finally, this article makes a detailed description on the relevant work, methods and tools of all implementation stages in Business Process Reengineering based on workflow technology.
4
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.
Full textAbstract:
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 characterization of cross-functional integration in the form of a managerial framework was proposed. This framework presents the elements in a process view, instead of disconnected parts of the integration processes. The framework and process perspective helps to explain the integration process, the roles and impacts of integration within organizations, while considering cultural formality and informality. Research limitations/implications – Qualitative data collection and analysis methods cannot achieve amplitude with respect to sampling nor generalize results. In spite of this, the implications revealed by the propositions may be applied not only to Brazilian companies, but organizations in other countries as well, due to the high level of heterogeneity of the sample, and the fact that they represent multinational organizations. Therefore, further research using broad-based survey data could test the correlations between the elements of cross-functional integration processes. Practical implications – The identification of the cross-functional integration processes within organizations can help managers to facilitate the efforts of integration between marketing and logistics, reducing conflicts and improving business performance. Originality/value – Case studies focussing specifically on five Brazilian organizations help provide evidence for an initial definition of cross-functional integration processes by analyzing five key elements according to their characteristics and respective roles. This research provides a strong foundation for future broad-based survey research.
5
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.
Full textAbstract:
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. This paper proposes a model that relates the risks and rewards of IT-enabled change and reports on the experience of 59 organizations. The study found that organizations tend to emphasize either cross-functional business process redesign or intrafunctional automation projects. The results suggest that corporations that wish to take advantage of the rewards available from information technology-enabled change should recognize the risks associated with cross-functional change and process redesign.
6
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.
Full textAbstract:
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.
7
Tavana, Madjid, Alex F. Sisti, and Dawn A. Trevisani. "An Automated Workforce Clustering Method for Business Process Reengineering in Research and Development Organizations." International Journal of Information Technology Project Management 3, no. 4 (2012): 1–20. http://dx.doi.org/10.4018/jitpm.2012100101.
Full textAbstract:
Business process reengineering (BPR) involves the radical redesign of functional organizations into cross-functional teams to achieve dramatic improvements in productivity. Redesigning complex and dynamic processes in research and development (R&D) organizations with multi-layer projects is a difficult task. Previous researchers have proposed many intuitive approaches for BPR utilizing intuition and subjective judgment from “experts” at various stages of their implementation. However, the complexities inherent in large R&D organizations have restricted the effectiveness of their use in practice. The authors present an automated and structured analytic algorithm that eliminates the need for subjective human judgment. The proposed method facilitates the reorganization of R&D processes into cross-functional work units and projects. The efficacy of the algorithm is confirmed with a small problem and the applicability of the proposed method is demonstrated at the Air Force Research Laboratory.
8
Ammons, Janice L., and Sherry K. Mills. "Course-Embedded Assessments for Evaluating Cross-Functional Integration and Improving the Teaching-Learning Process." Issues in Accounting Education 20, no. 1 (2005): 1–19. http://dx.doi.org/10.2308/iace.2005.20.1.1.
Full textAbstract:
Within its broad business perspective competency, the AICPA indicates that schools should evaluate the extent to which students are able to apply crossfunctional academic training. This paper describes an effort at one university to assess students' development of a cross-functional view of business. Based on our experiences with iterative revisions in the assessment process over four years within a single course, this paper offers a case study of the process of defining a competency, specifying intended learning outcomes, selecting course-embedded assessment methods, evaluating the results, and using that information to guide changes in the teaching-learning process. In addition to addressing some important dimensions of common techniques used to assess an individual student's learning, this article also illustrates the use of scoring rubrics in the assessment process. This paper is relevant not only to those who are interested in cross-functional integration, but also to accounting educators who are interested in assessment and assurance of learning practices in courses that are not integrative in nature.
9
Van der Weshuizen, Johannes P., and Martin West. "Cross-Functional Maintenance And Logistics Business Process Integration: Lessons From A Large Oil And Gas Company." Journal of Applied Business Research (JABR) 32, no. 2 (2016): 401. http://dx.doi.org/10.19030/jabr.v32i2.9585.
Full textAbstract:
The purpose of this research focused on integration and alignment of maintenance and logistics functions in a large ERP system in an oil and gas company to demonstrate how cross-functional integration can improve operations. A design science approach has been used based on a case study of a large oil and gas company. The study found that limited cross-functional integration involving the logistics function exists. Proposed process redesign involves activities include improved storage and picking strategies, information exchange, notification of fully received components at the warehouse and an improved shipping strategy. These improvement strategies have been tested through random questionnaires and most respondents support the improvements. This study shows that business process improvement facilitated by cross-functional process integration should realise substantial financial benefits. We have shown that warehouse operation strategies do have an impact on the work order performance through the on-time delivery of its components. In addition, regular communication and utilisation of the available information can also improve the scheduling of work order execution. These benefits are not limited to the company in question but the results show that if companies in general give more attention to cross-functional integration, substantial benefits are possible. The focus of this study is uncommon as it is the integration of logistics and maintenance functions within an organisation. We show substantial process improvements are possible. It therefore provides another opportunity for business process improvement experts to better align various systems and processes.
10
Goeke, Richard J., and Yvonne Lederer Antonucci. "Differences in Business Process Management Leadership and Deployment." Information Resources Management Journal 26, no. 2 (2013): 43–63. http://dx.doi.org/10.4018/irmj.2013040103.
Full textAbstract:
Business Process Management (BPM) can improve organizational effectiveness and efficiency by optimizing the performance of cross-functional processes. Despite its potential, BPM deployment success has been mixed, due in part to the substantial changes required within the organization. Three changes considered necessary for BPM deployment success include a properly defined business process organizational infrastructure (complete with formal positions and competencies), boundary-spanning process ownership, and boundary-spanning process governance. However, given that BPM has largely been driven by practitioners, deployment details often vary by company. The present research examined the extent that these deployment details were industry related, and found significant differences between the manufacturing and service sectors in terms of organizational infrastructure and process ownership. These findings provide further evidence that a ‘one-size-fits-all’ approach to BPM does not exist, and that differences in BPM deployment decisions can be related to industry sector.
11
Agrawal, Amit. "Optimizing the Supply Chain in a Fuel Process Industry." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 5 (2021): 549–53. http://dx.doi.org/10.17762/turcomat.v12i5.1051.
Full textAbstract:
The Supply Chain Improvement (SCO) project is being introduced by KNPC, which recognises the major business advantages of improved hydrocarbon supply chain efficiency. The objectives of this work is to strengthen, optimise, and integrate supply scheduling and processes not just at stage of enterprise, but also throughout the entire KNPC framework. This is expected to lead to an improvement in the company's bottom line and facilitate the management of business operations at the highest level of efficiency, agility and profitability. In ever changing market conditions and globally competitiveness, it is necessary that raw material supply storage and product delivery were carried out at the lowest possible time and efficiency. Otherwise export oriented refinery like KNPC cannot remain in business with profit. KNPC has therefore embarked on ambitious multi-year operational excellence programs aimed at enhancing its operations and business processes that include short / mid-term planning, scheduling, accounting for growth, inventory management, and performance management. The aim is to achieve top-quartile financial results by accessing new value streams, encapsulating business processes of best practice and motivating employees of businesses to work in a collaborative atmosphere within the global and cross-functional business cycle to make smarter, quicker and more competitive choices.
12
Oliveira, Eider Arantes de, Márcio Lopes Pimenta, Per Hilletofth, and David Eriksson. "Integration through cross-functional teams in a service company." European Business Review 28, no. 4 (2016): 405–30. http://dx.doi.org/10.1108/ebr-01-2016-0014.
Full textAbstract:
Purpose The purpose of this paper is to characterize the internal dynamics of cross-functional teams (CFTs) in different organizational processes in a service company. Design/methodology/approach A case study from a Brazilian service company was conducted. CFTs in five different organizational processes (strategy development, product development, portfolio management, sales channels management and business analysis) were analyzed through in-depth interviews, documents and non-participant observation. Findings A framework with four pillars was constructed: constitution of the CFT, task drivers, behavior and attitudes of the team and personal motivators. It was possible to analyze the process of how a group acts and reacts under changing circumstances based on the pillars included in the framework. Research limitations/implications The study is focused on creating analytical generalizability. Several insights in the 12 propositions presented in this study may be investigated in future research to validate the identified relationships among the pillars included in the framework. Moreover, the proposed framework allows the teams to be analyzed through a multidimensional view: structure, processes and impacts. Practical implications If the semantic boundaries of the communication are not well delineated, the differences in understanding can generate manifest conflicts. Moreover, the workload in a CFT seems to be larger and more complex than working in a functional activity; however, members perceive that it reduces the risk of unemployment and increases motivation. Originality/value The present study contributes to the extant literature with the proposal of a set of new exploratory propositions that can support future quantitative research about the use of CFTs in the service industry context.
13
Pendić, Zoran, Sanja Pendić-Polak, Bojana Jakovljević, Marko Polak, and Časlav Lačnjevac. "An approach to evaluation and selection of business core processes." Tehnika 75, no. 4 (2020): 515–26. http://dx.doi.org/10.5937/tehnika2004515p.
Full textAbstract:
The traditional management is hierarchically organized. The transition from traditional management to process management requires a radical shift in thinking from a command-and-control, personality based, top-down hierarchy to horizontal, process-oriented, team-oriented structure. Business model of an organization, implementing business process management, is realized through a network of processes. The goal of business process management is to systematically improve all processes, espesially core processes. Core processes are work processes that cross functional boundaries, produce an output that is strategically important to the organization's success and are essential for organization survival at market. Very often an organization has a set of busness processes which are improvement candidates. The problem is how to choose the set of processes whose performance improvement will do the best for organization at all. In this paper an approach for evaluation and selection of core processes is presented. The proposed approach is based on process' objects and the three-level hierarchical quality evaluation model.
14
Wells, Rebecca M. J. "The Product Innovation Process: Are Managing Information Flows and Cross-Functional Collaboration Key?" Academy of Management Perspectives 22, no. 1 (2008): 58–60. http://dx.doi.org/10.5465/amp.2008.31217512.
Full text
15
Li, Jian, and Seock Jin Hong. "Towards a New Model of Supply Chain Risk Management: the Cross-Functional Process Mapping Approach." International Journal of Electronic Customer Relationship Management 1, no. 1 (2007): 91. http://dx.doi.org/10.1504/ijecrm.2007.014428.
Full text
16
Swink, Morgan, and Tobias Schoenherr. "The Effects of Cross-Functional Integration on Profitability, Process Efficiency, and Asset Productivity." Journal of Business Logistics 36, no. 1 (2014): 69–87. http://dx.doi.org/10.1111/jbl.12070.
Full text
17
Cruz, Cassiana Maris Lima, Camila Kolling, and Janine Fleith De Medeiros. "The organisational communication role to the cross-functional collaboration on the product development process." International Journal of Business Innovation and Research 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijbir.2020.10035050.
Full text
18
Shane, Scott. "Cultural Values and the Championing Process." Entrepreneurship Theory and Practice 18, no. 4 (1994): 25–41. http://dx.doi.org/10.1177/104225879401800402.
Full textAbstract:
This study examines the relationship between national culture and national preferences for innovation championing strategies using a sample of 24 national offices of a financial services company. The study finds that in collectivistic societies, managers prefer champions who make personal appeals to gather cross-functional support for the innovation effort. In uncertainty-avoiding societies, managers prefer champions to work through organizational norms, rules and procedures rather than violating them. In power-distant societies, managers prefer champions who closely monitor the innovation process.
19
Trad, Antoine. "The Business Transformation Enterprise Architecture Framework." International Journal of Distributed Artificial Intelligence 13, no. 1 (2021): 74–101. http://dx.doi.org/10.4018/ijdai.2021010104.
Full textAbstract:
This chapter's author based his cross-functional research on an authentic and proprietary mixed research method that is supported by intelligent neural networks combined with a heuristics motor, named the applied mathematical model (AMM). The proposed AMM base functions like the human empiric decision-making process that can be compared to the behaviour-driven development. The AMM is supported by many real-life cases of business and architecture transformation projects in the domain of intelligent strategic development and operations (iSDevOps) that is supported by the alignment of various standards and development strategies that biases the standard market development and operations (DevOps) procedures, which are Sisyphean tasks.
20
Abu Rub, Faisal A., and Ayman A. Issa. "A business process modeling‐based approach to investigate complex processes." Business Process Management Journal 18, no. 1 (2012): 122–37. http://dx.doi.org/10.1108/14637151211215046.
Full textAbstract:
PurposeThe purpose of this paper is to develop a new approach to investigate complex processes, such as software development processes, using business process modeling.Design/methodology/approachThe paper presents an investigation into the use of role activity diagramming (RAD) to model complex processes in the software industry sector, with reference to the process of TestWarehouse as a case study.FindingsSystematic extension and quantitative analysis to RAD models led to the discovery of process bottlenecks, identification of cross functional boundary problems, and focused discussion about automation of processes.Research limitations/implicationsFurther work is required to validate and evaluate the proposed approach using several cases with different application domains and thus generalize the adopted approach.Practical implicationsA new approach has been used successfully to understand and analyze business processes. The tools and techniques that are used to perform the approach are not complicated and do not need much specialist expertise, so the approach is not only oriented toward specialists but also toward organizations' managers and staff.Originality/valueNew techniques have been developed by using process modelling to deepen the understanding and analyzing of complex organizational processes. This research implements a practical investigation which uses a case study to validate the new techniques.
21
Payne, Adrian, and Pennie Frow. "A Strategic Framework for Customer Relationship Management." Journal of Marketing 69, no. 4 (2005): 167–76. http://dx.doi.org/10.1509/jmkg.2005.69.4.167.
Full textAbstract:
In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach that positions CRM at a strategic level. They identify five key cross-functional CRM processes: a strategy development process, a value creation process, a multichannel integration process, an information management process, and a performance assessment process. They develop a new conceptual framework based on these processes and explore the role and function of each element in the framework. The synthesis of the diverse concepts within the literature on CRM and relationship marketing into a single, process-based framework should provide deeper insight into achieving success with CRM strategy and implementation.
22
Jankovic, Marija, Miroslav Ljubicic, Nenad Anicic, and Zoran Marjanovic. "Enhancing BPMN 2.0 informational perspective to support interoperability for cross-organizational business processes." Computer Science and Information Systems 12, no. 3 (2015): 1101–20. http://dx.doi.org/10.2298/csis141112013j.
Full textAbstract:
Business Process Modeling Notation (BPMN) is being adopted as one of the industry standards for modeling cross-organizational business processes (CBPs). BPMN analyzes a business process as a set of interrelated activities, focusing primarily on the functional perspective of the process. However, for successful CBP modeling, an informational perspective is important. Although BPMN 2.0 supports information flow design, existing representations of data/information elements are not sufficient to support CBP modeling requirements. In this light, the paper proposes an approach for formal modeling and specification of information requirements used and generated in the CBPs. A UML View Profile is introduced to specify information requirements as views over the common reference ontology. A BPMN 2.0 extension is introduced to connect the defined views and the corresponding process activities. Ultimately, the proposed information requirements specification enables generation of the message instance and its transformation at the implementation level.
23
ENKEL, ELLEN, and FLORIAN MEZGER. "IMITATION PROCESSES AND THEIR APPLICATION FOR BUSINESS MODEL INNOVATION: AN EXPLORATIVE STUDY." International Journal of Innovation Management 17, no. 01 (2013): 1340005. http://dx.doi.org/10.1142/s1363919613400057.
Full textAbstract:
The purpose of this paper is to investigate the approach of imitation (across industry boundaries) on business models. We analyzed nine case studies of firms that introduced breakthrough business models by transferring and adapting characteristic business model components of other industries. Our results show that companies can facilitate cross-industry innovation on business model level through a process of abstraction, analogy identification and adaptation. Imitation is realized by deconstructing and mapping business model components based on their contribution to abstract, generic elements of the value proposition. We propose a systematic process model for business model innovation analyzing structural similarities between industries on the level of these abstract elements linked to specific other components of the business model. Firms can leverage this process by transformative learning processes, especially provided through a broad industrial and functional experience of members in business model innovation teams.
24
Vera-Baquero, Alejandro, Ricardo Colomo Palacios, Vladimir Stantchev, and Owen Molloy. "Leveraging big-data for business process analytics." Learning Organization 22, no. 4 (2015): 215–28. http://dx.doi.org/10.1108/tlo-05-2014-0023.
Full textAbstract:
Purpose – This paper aims to present a solution that enables organizations to monitor and analyse the performance of their business processes by means of Big Data technology. Business process improvement can drastically influence in the profit of corporations and helps them to remain viable. However, the use of traditional Business Intelligence systems is not sufficient to meet today ' s business needs. They normally are business domain-specific and have not been sufficiently process-aware to support the needs of process improvement-type activities, especially on large and complex supply chains, where it entails integrating, monitoring and analysing a vast amount of dispersed event logs, with no structure, and produced on a variety of heterogeneous environments. This paper tackles this variability by devising different Big-Data-based approaches that aim to gain visibility into process performance. Design/methodology/approach – Authors present a cloud-based solution that leverages (BD) technology to provide essential insights into business process improvement. The proposed solution is aimed at measuring and improving overall business performance, especially in very large and complex cross-organisational business processes, where this type of visibility is hard to achieve across heterogeneous systems. Findings – Three different (BD) approaches have been undertaken based on Hadoop and HBase. We introduced first, a map-reduce approach that it is suitable for batch processing and presents a very high scalability. Secondly, we have described an alternative solution by integrating the proposed system with Impala. This approach has significant improvements in respect with map reduce as it is focused on performing real-time queries over HBase. Finally, the use of secondary indexes has been also proposed with the aim of enabling immediate access to event instances for correlation in detriment of high duplication storage and synchronization issues. This approach has produced remarkable results in two real functional environments presented in the paper. Originality/value – The value of the contribution relies on the comparison and integration of software packages towards an integrated solution that is aimed to be adopted by industry. Apart from that, in this paper, authors illustrate the deployment of the architecture in two different settings.
25
Yang, Xiaoxian, Tao Yu, and Huahu Xu. "A Novel Framework of Using Petri Net to Timed Service Business Process Modeling." International Journal of Software Engineering and Knowledge Engineering 26, no. 04 (2016): 633–52. http://dx.doi.org/10.1142/s0218194016400052.
Full textAbstract:
In open and changeful Internet, the enterprise business process needs to be organized or restructured dynamically in order to adapt to environment changes and business logic updates. The solution of Web service and service-oriented architecture (SOA) provides a promising approach. The business processes working as a temporary workflow can be composed by distributed services. However, the cross-organizational service feature of business process requires considering not only the functional requirements but also the timed constraints. The timed property plays an important role in service interactions between business processes, such as timed activity, timeout and timed deadlock. Thus, if time requirements cannot be guaranteed, the new created business process will not be acceptable. In this paper, it proposes a framework of using Petri Net to model timed service business process. First, it defines the behavior model of service business process and gives process composition patterns for different structural forms. Second, service model is extended with time specifications, describing timed constraints among business activity interactions. Third, to support further verifications, it introduces a method for the automatic timed properties generation in the form of temporal logic formulae. Our framework gives a reference in practice to formalize service business process into timed service model.
26
Bakirova, E. A., and E. N. Mingazova. "Improving rural health care through business process management." Manager Zdravoochranenia, no. 8 (2020): 20–26. http://dx.doi.org/10.37690/1811-0185-2020-8-20-26.
Full textAbstract:
Meeting the needs of the rural population in all types of primary health care (pre-medical and general medical care), as well as specialized medical care, improving the quality of medical care for the rural population is an important public health problem that is difficult to solve and is of particular concern to government structures at all levels of government. The article presents an analysis of the literature on the use of business processes in modern healthcare, the main tasks of which are the creation and development of effective models for the provision of medical care that increase not only its accessibility and quality, but also the satisfaction of the population. As part of the activities of the modernization program for the implementation of information technology in healthcare, it is planned to create information resources and services that would allow, using this system tool, to move to a qualitatively new level of organization of industry management. It is noted that at present, at the level of management of the medical organization as a whole, and in the management of individual areas of its activity, the application of the process approach is becoming relevant, in which the medical organization can be considered as a separate business system, which is a related set of business processes, the ultimate goal which, undoubtedly, is the provision of quality medical services. It is shown that the development and modeling of business processes will increase the relevance of management information, will make it possible to focus on rationalizing cross-functional processes to significantly reduce time and / or costs, increase revenue, improve service quality and reduce risks, the information system allows you to simulate processes and carry them out further optimization. The analyzed works examine the experience of process-oriented management in medical organizations and its role in ensuring the improvement of the quality of medical services provided. In addition, the introduction of a process approach will allow the application of certain managerial decisions necessary in each specific situation, including in the field of medical services for the rural population.
27
Carter, William R., and Lisa T. Stickney. "A Capstone for the Capstone: An Experiential Exercise in Strategic Management." Journal of Management Education 43, no. 3 (2019): 233–61. http://dx.doi.org/10.1177/1052562918823023.
Full textAbstract:
The content of most MBA capstone strategic management courses emphasizes general management theory and analytical skill development. Additionally, the design of the capstone is often tasked with providing practical application, integrative thinking, and experiential learning. A common critique of the capstone, however, is its insufficient delivery of these important, noncontent objectives. This article describes a “capstone to the capstone” exercise which helps address this challenge. In this exercise, students work in functional and cross-functional groups to experience the realities of applying what they have learned to address strategic issues of a company. The exercise increases awareness of the value of functional integration, exposes students to realistic pressures and common process errors, and encourages student growth through reflective thinking. Empirical analysis suggests the exercise enhances practical understanding of course concepts, improves abilities to apply course concepts in realistic contexts, and opens new perspectives on cross-functional and group decision–process thinking.
28
Palmer, Richard J., and Leland D. Green. "ITT Automotive North America: A Case Study Requiring Use of Benchmarking, Activity/Process Analysis, and Reengineering Concepts." Issues in Accounting Education 14, no. 3 (1999): 465–96. http://dx.doi.org/10.2308/iace.1999.14.3.465.
Full textAbstract:
Managerial and cost accounting textbook discussions of the “process view” of activity-based costing (ABC) often fail to communicate how companies use activity-based accounting, benchmarking, continuous improvement and reengineering techniques to improve their business processes. Such knowledge is valuable to students who will enter globally competitive markets. ITT Automotive North America is a business case that gives the reader the benchmark figures, cost and other process-performance data, and activity descriptions necessary to complete a project to improve a company's process to acquire and pay for small-dollar goods and services. Because of the cross-functional nature of the issues involved in process improvement, the case would also fit well in either an auditing or information systems course.
29
Griffin, Abbie. "The Effect of Project and Process Characteristics on Product Development Cycle Time." Journal of Marketing Research 34, no. 1 (1997): 24–35. http://dx.doi.org/10.1177/002224379703400103.
Full textAbstract:
As global competitive pressure increases and product life cycles compress, companies are trying to shorten product development cycle times. The author investigates the relationship between the actual length of product development cycle times (in months) and several basic product development project strategy and process characteristics. The research quantifies how product development cycle times increase with increased product complexity and with product newness, how using a cross-functional team interacts with product newness in the way it acts to reduce cycle time, and how using a formal product development process interacts with product complexity in the way it acts to decrease cycle time. The findings suggest that using cross-functional teams is more important in projects in which less of the design is a carryover from a previous generation. Teams then had a large impact in reducing product development cycle times. In contrast, implementing a well thought-out process is more important in firms (or divisions of firms) developing complex products or services. The more complex a product, the more time a formal process eliminates from the development cycle.
30
Olson, Eric M., Orville C. Walker, and Robert W. Ruekert. "Organizing for Effective New Product Development: The Moderating Role of Product Innovativeness." Journal of Marketing 59, no. 1 (1995): 48–62. http://dx.doi.org/10.1177/002224299505900105.
Full textAbstract:
Marketing and sales personnel are frequently called on to work with—and sometimes to lead—specialists from other functional areas in the development of new products and services. Such cross-functional interactions can be structured and coordinated in a variety of ways, from bureaucratic approaches to more decentralized participatory mechanisms. Recently, cross-functional team structures have received a great deal of positive press. However, this paper questions whether teams are a universal panacea for shortening development times and improving success rates across all types of projects. It presents a contingency model based on resource dependency theory, which suggests that more participative structures are likely to improve the effectiveness and timeliness of the development process when the product being developed is truly new and innovative. However, the model also predicts that more bureaucratic structures may produce better outcomes on less innovative projects, such as those involving line extensions or product improvements. An empirical test involving 45 projects from 12 firms in widely varying industries substantially supports the model's predictions. The findings indicate that the better the fit between the newness of the product concept and the participativeness of the coordination mechanism used the better the outcomes of the development process in terms of (1) objective measures of product and team performance, (2) the attitudes of team members toward the process, and (3) the efficiency and timeliness of the new product development process.
31
Vojvodic, Milomir, and Emil Velinov. "The Role of Customer-Centric, Cross-Functional Integration in Data Governance." GATR Journal of Management and Marketing Review (JMMR) Vol. 4 (4) Oct-Dec 2019 4, no. 4 (2019): 228–33. http://dx.doi.org/10.35609/jmmr.2019.4.4(1).
Full textAbstract:
Objective - The paper sheds light on customer database dynamics, dimensions and characteristics of adapted benefits connected with their business potential in a circular economy. The study suggests that allocating funds on data compliance could bring added value to the companies in specific conditions linked to the processing of client data. Methodology/Technique - This study examines the impact of a Customer-Centric approach in relation to Data Governance. The empirical part of the study is based on data gathered from middle and top level managers and owners of projects responsible for managing customer data in multinational enterprises across EMEA region. EU companies could use Data Protection legislation as a springboard, as their financial benefits are higher than the respective costs necessary to comply with. Thus, a perspective management practice investigates the following roles: cross-functional management and combining wide customer-centric units (marketing, sales, service, product), external client process integration, data governance engagement (there is a balance of the current expertise from the customer's data that is nested within functions and capacity to evaluate inter-functional influence of client data-driven management). Finding - The paper outlines evidence of the effect of customer centricity on data governance in selected companies from emerging markets. Type of Paper - Empirical Keywords: Customer Centricity; Data Governance; Cross-functional Integration. JEL Classification: M30, M31, M39.
32
L. Sanders Jones, Janine, and Kevin Linderman. "Process management, innovation and efficiency performance." Business Process Management Journal 20, no. 2 (2014): 335–58. http://dx.doi.org/10.1108/bpmj-03-2013-0026.
Full textAbstract:
Purpose – Much of the practitioner literature touts the universal benefits of process management and its impact on operational performance. However, in academic literature, empirical evidence is mixed. The purpose of this study is to investigate the role of the competitive intensity on the effectiveness of process management. Design/methodology/approach – Survey data from manufacturing plants were collected from through a global research project. Regression analysis was used to test hypotheses. Findings – The influence of process design on efficiency and innovation performance is not dependent on competitive intensity; however, the impact of process improvement and process control on efficiency and innovation performance is in some instances moderated by competitive intensity. Research limitations/implications – The inclusion of competitive intensity as a contingency variable helps to explain the contextual impact of process management on efficiency and innovation. Practical implications – Process management can be an effective tool if the levels of process design, control, and improvement are customized to fit with the competitive environment. Originality/value – This is one of the few studies to empirically examine process management as three core elements. Previous studies utilized a single construct of process management or multiple manufacturing practices such as customer/supplier involvement, statistical quality control, process focus, and cross-functional teams to measure process management. Using this measurement approach demonstrates how process management can influence both efficiency and innovation.
33
SLEPIAN, JOAN L. "CROSS-FUNCTIONAL TEAMS AND ORGANIZATIONAL LEARNING: A MODEL AND CASES FROM TELECOMMUNICATIONS OPERATING COMPANIES." International Journal of Innovation and Technology Management 10, no. 01 (2013): 1350005. http://dx.doi.org/10.1142/s0219877013500053.
Full textAbstract:
Successfully managing project team composition, development, and learning are critical competencies for high-performing, innovative technology firms. This paper presents a conceptual model and two cases of cross-functional project teams working inside innovative, technology-based companies. The cases highlight the ways in which organizational structure, project team composition, team task and technology, project leadership, and context shaped the way each project team approached their task, shared knowledge and solutions, and completed their work. One team, a business process and system improvement team, was charged with designing and deploying a new system, while the second team crossed international, occupational, and functional boundaries to develop an international marketing strategy for a cross-national technology partnership. Following the cases, the paper suggests some implications for technology and innovation managers and team leaders, and proposes some questions and direction for future research.
34
Harima, Aki, Julia Freudenberg, and Jantje Halberstadt. "Functional domains of business incubators for refugee entrepreneurs." Journal of Enterprising Communities: People and Places in the Global Economy 14, no. 5 (2019): 687–711. http://dx.doi.org/10.1108/jec-11-2018-0081.
Full textAbstract:
Purpose The purpose of this paper is to conceptualize business incubators and their support for entrepreneurial refugees. While the number of initiatives supporting refugees’ entrepreneurial activities has increased in recent years, we still know little about how they differ from other types of business incubators. Design/methodology/approach This case study investigates a business incubator in Hamburg, Germany, targeting enterprising refugees. For this paper, 14 in-depth interviews with program participants and incubation managers were conducted. Findings This paper inductively derives five functional domains of refugee business incubators: providing structured entrepreneurial knowledge; alleviating anxiety related to institutional differences; guiding through the process at the incubator and motivating participants; understanding and tapping into social capital in the host country; and providing soft support concerning personal matters. The findings show that business incubators could and possibly should address specific needs of refugees and that there is much room for improvement. This study suggests that the five domains listed above represent key characteristics that distinguish refugee business incubators from traditional business incubators. Practical implications This paper offers valuable practical insights for refugee business incubators, which need to consider and develop functional domains listed above. Because these kinds of incubators are a fairly recent phenomenon, there is a general lack of and need for blueprints. The findings of this paper suggest that business incubators could integrate and support entrepreneurial refugees provided that they consider the five functional domains identified here. The findings also provide evidence that entrepreneurship can be a possible means of vocational integration for refugees and one way of institutions and policy-makers in host country seeking to support refugees’ entrepreneurial activities, for example, by developing or subsidizing business incubators targeting refugees. Originality/value This paper’s contributions are twofold. First, this paper addresses a gap in the literature on refugee entrepreneurship by providing insights concerning the important role of support institutions. Second, this paper conceptualizes business incubators for enterprising refugees as a distinctive type of business incubators. This paper has, however, some limitations. Because it only considered a relatively small number of refugee entrepreneurs, it is difficult to generalize the findings. The cross-cultural setting of the empirical study, with its potential for linguistic and cultural misunderstandings, may have affected the results.
35
Donovan, J. R. "Training for Design for Manufacture." Proceedings of the Institution of Mechanical Engineers, Part D: Journal of Automobile Engineering 203, no. 1 (1989): 47–53. http://dx.doi.org/10.1243/pime_proc_1989_203_147_02.
Full textAbstract:
This paper identifies how training for design for manufacture has needed to change dramatically to best serve the demands of a modern competitive business. It highlights the issues of organization for design and the use of teams to achieve cross-functional integration. The style and content of the training is described to achieve the best use of people working as teams and to provide the knowledge required to operate the design process for competitive success. The structure of the design process is detailed and forms the structure for the training workshops to follow.
36
Agustian, Revi. "PERANCANGAN METRIK DAN PENGUKURAN KINERJA RANTAI PASOK DI PT SIERAD PRODUCE, TBK." MATRIK (Jurnal Manajemen dan Teknik) 13, no. 1 (2018): 1. http://dx.doi.org/10.30587/matrik.v13i1.398.
Full textAbstract:
The competition maps of the industry will change from one country to be the ASEAN regional in 2015 as the commencement of globalization in the ASEAN Economic Community. Performance of supply chain will become more strategic for domestic companies to increase their competitiveness. The approach used for designing and measuring of supply chain performance is the SCOR model which is a processbasedmodels. The model integrates three key elements in the management namely business process reengineering,benchmarking, and process measurement into a cross-functional framework in supply chain. The research was carried out with a case study at PT Sierad Produce, a feedmill industry in East Java, Indonesia. Based on supply chain business process mapping, resulted 22 design of metrics used for measuring Period I and Period II. The result of measurement found increase of SCOR process performance by 5.3% and attributes performance by 5.6%.
37
Calvo, Jorge. "High-Tech Start-Ups in Japan: Cogent Labs, AI-OCR Solutions for Automated Business Process Outsourcing." International Journal of Entrepreneurial Knowledge 6, no. 2 (2018): 12–31. http://dx.doi.org/10.2478/ijek-2018-0011.
Full textAbstract:
Abstract This business research case introduces Cogent Labs, a Japanese high-tech start-up that provides AI-driven technologies, is making the critical transition from an entrepreneur-driven to a mature management-run organization, the company’s business context and technology development. That requires to harmonize the entrepreneurial and managerial capacity, by a collaborative approach integrating cross-functional product teams. The high-tech start-up has demonstrated ability to overcome the transitional stage of the first entrepreneurship to stability and sustainability through the management, while at the same time keeping innovation by adding Natural Language Processing and Times-Series developments, and creativity; rapidly developing new products. The business case demonstrates that in the start-up to managerial transition of a high-tech start-up the key success factor lies in the motivation and coordination of the different professional cultures -scientific and engineering- that should collaborate in the AI research and fast development of viable products. The method is based on interviews conducted with key executives and a strategic analysis of the firm and its rapidly evolving context in terms of artificial intelligence (AI) and deep learning. The start-up company develops AI-based applications like Tegaki AI, supporting their initial clients from the financial sector in the incremental automation of business processes, based on AI-and Internet of Things (IoT)-driven business processes. Tegaki AI triggers non-strategic business decisions through optical character recognition (OCR) and optical handwriting recognition (OHR) algorithms that show 99.2% accuracy. This business case describes the context of entrepreneurship ecosystems in Japan and the economic emergence of business smartization solutions through the new AI paradigm and OHR.
38
Marciniak, Rolande, Redouane E.L. Amrani, Frantz Rowe, and Frédéric Adam. "Does ERP integration foster Cross-Functional Awareness? Challenging conventional wisdom for SMEs and large French firms." Business Process Management Journal 20, no. 6 (2014): 865–86. http://dx.doi.org/10.1108/bpmj-05-2013-0056.
Full textAbstract:
Purpose – The purpose of this paper is to explore the concept of Cross-Functional Awareness (CFA) and to question how firm size influences the impact of ERP implementation strategies on CFA. Specifically, the paper questions whether size moderates the capability of the firm to achieve CFA. Design/methodology/approach – The authors developed and empirically tested a conceptual framework using the partial least squares structural equation modeling approach. This study gathered data from a sample of 45 French SMEs and 55 French large firms. Findings – The results show that ERP implementation strategies (flexibility, organizational vision, Business Process Re-Engineering, speed of implementation, and focus on core modules) have a direct positive relationship and, in large firms, an indirect relationship (via data quality improvement) with the emergence of CFA. The study also suggests that firm size moderates the resulting emergence of ERP-enabled CFA. The findings will help researchers understand the factors associated with ERP implementation and use that promote or inhibit successful use of ERP systems. Research limitations/implications – Similar to many published ERP surveys, the sample size is small. In addition, the authors examined CFA in the survey from the perspective of a single respondent per firm. Finally, there may be a cultural limitation linked to the respondents all being French firms. Practical implications – The findings will promote a better understanding of the concept of CFA and its benefits amongst managers, leading to increased productivity and efficiency with ERP. In particular, they will help practitioners identify and manage the right factors during ERP implementations. Originality/value – In the expanding world of Enterprise System research, this paper is significant in that it studies the effect of ERP implementation on CFA rather than investigating the factors affecting ERP implementation or the outcomes of ERP implementations. To the best of the knowledge, this is one of the few papers that theoretically articulates and empirically explores the concept of CFA, and tests the relationship between implementation strategy factors and CFA, including the moderating role of size in the context of ERP. The contribution shows that the firm size effect should be examined at the level of SMEs and larger firms separately, rather than at an overall level.
39
Jasti, Naga Vamsi Krishna, Srinivas Kota, and Kuldip Singh Sangwan. "An application of value stream mapping in auto-ancillary industry: a case study." TQM Journal 32, no. 1 (2019): 162–82. http://dx.doi.org/10.1108/tqm-11-2018-0165.
Full textAbstract:
Purpose Lean manufacturing (LM) plays a major role in eliminating wastes (activities/resources) in a manufacturing organization. Value stream mapping (VSM) is one of the critical tools in LM which will help in identifying wastes in materials and information flow in a specific product family. The purpose of this paper is to illustrate the significance of VSM in the auto-ancillary industry in enhancing the productivity and the quality. Design/methodology/approach A case study approach is followed to demonstrate the significance of VSM in identifying various wastes in the auto-ancillary industry. The study has been performed by implementing seven critical steps. A product family is identified based on the customer demand and a cross functional team with specialized experts was formed. The overall processes with sequence are mapped using process flowchart. A cross functional team has been formed to develop the current state of VSM and perform a critical analysis to identify shortcomings. An investigation was performed to overcome the existing shortcomings by identifying opportunities. The relevant kaizens to improve the current state have been proposed. The cross functional team of experts have performed a feasibility study on implementation of proposed kaizens. Finally, a future state of VSM after implementation of feasible kaizens has been reported. Findings The results show that future state of VSM brings out the positive impact with respect to process ratio, TAKT time, process inventory level, total lead time and bottleneck time. The proposed improvement also helped to achieve higher customer satisfaction in terms of increased quality, reduced cost and on time delivery. Research limitations/implications Present study is focussed on a single product family cell in one of the auto-component organization. Originality/value Helps practitioners in the auto-component industry to implement the VSM effectively in their organization.
40
Ongeri, Richard Nyaanga, Peterson Obara Magutu, and Kate Litondo. "Is there any Significant Effect of Business Process Re-Engineering Strategy on Service Delivery in the Contextualization of Food Manufacturing Companies in Kenya?" Archives of Business Research 8, no. 9 (2020): 189–203. http://dx.doi.org/10.14738/abr.89.9075.
Full textAbstract:
The main objective of the study was to determine if there any significant effect of business process re-engineering strategy on service delivery in the contextualization of food manufacturing companies in Kenya. Accordingly, the study sought to determine the effect of business process re-engineering strategy on service delivery of companies manufacturing food in Kenya. The population of the study comprised of the company’s manufacturing food in Kenya. A descriptive cross-sectional survey design was adopted in data collection and analysis. Primary data was collected from respondents using a structured questionnaire, while secondary data was collected from published firm’s reports. Out of the 75 respondents targeted by the study, 44 respondents forming 56.67% response rate, which was considered adequate for analysis with good representation from all the subsectors. On hypotheses testing, it was established that, 58.1% of variations in the service delivery are explained by variations in the BPR strategy namely resources mobilization for BPR, sponsorship and commitment, BPR cross-functional teams, analytical processes selection, BPR prototypes, management of re-engineered processes, clear BPR definition and vision. Thus, there is a significant relationship between BPR strategy and service delivery of companies manufacturing food in Kenya. HA1 is therefore supported. In conclusion, the study confirmed that there is a positive and statistically significant relationship between BPR strategy and service delivery of companies manufacturing food in Kenya, where 58.1% of variations in the service delivery is explained by variations in the BPR strategy namely resources mobilization for BPR, sponsorship and commitment, BPR cross functional teams, analytical processes selection, BPR prototypes, management of re-engineered processes, clear BPR definition and vision. The results therefore support the anchoring theory of resource advantage theory.
 This study has contributed in different areas including implications to theory, policy, management practice and methodological contributions as discussed in the subsequent paragraphs. First, this study has advanced frontiers of knowledge from the study findings; this study confirms that today’s competitive environment compels organizations to re-engineer their business processes to effect perfect service delivering for customer satisfaction which eventually leads to improved overall FP (Hussein, Bazzi, Dayekh & Hassan, 2013; Jurisch, Ikas, Wolfgang, Wolf & Kurcmar, 2012). The research findings have addressed the key gaps in this study. Secondly, this study has contributed to theory: the empirical relationship between BPR strategy and service is significant where BPR strategy constructs independently and positively influences improvements in service delivery with four significant predictors: resources mobilization for BPR; BPR cross-functional teams; sponsorship and commitment of top management; and the management of re-engineered processes. This study confirms and supports the use of resource based view theory. Thirdly on the study’s policy contributions: the study will guide policy makers to develop BPR strategies that will lead to improved service with the understanding that improved business processes facilitates organizations to maximize the value addition which eventually leads to improved service delivery. Lastly on the methodological contributions: key methodological contribution is the use of a quantitative composite index in computing the SD index, the use an integrated empirical model to test the relation between BPR strategies and service delivery; the study used a number of indicators to measure each construct, which improved the construct validity.
41
Sethi, Rajesh. "New Product Quality and Product Development Teams." Journal of Marketing 64, no. 2 (2000): 1–14. http://dx.doi.org/10.1509/jmkg.64.2.1.17999.
Full textAbstract:
New product quality has been found to have a major influence on the market success and profitability of a new product. Firms are increasingly using cross-functional teams for product development in hopes of improving product quality, yet researchers know little about how such teams affect quality. The author proposes and tests a series of hypotheses regarding how new product quality is affected by team characteristics (functional diversity and information integration) and contextual influences (time pressure, product innovativeness from the firm's perspective, customers’ influence on the product development process, and quality orientation in the firm). The findings reveal that quality is positively related to information integration in the team, customers’ influence on the product development process, and quality orientation in the firm. New product quality is negatively influenced by the innovativeness of the new product from the firm's perspective. However, information integration mitigates the negative effect of innovativeness on quality. Quality orientation weakens the relationship between information integration and quality. Time pressure and functional diversity do not have any effect on product quality.
42
Lee, Zoonky, and Jinyoul Lee. "An ERP Implementation Case Study from a Knowledge Transfer Perspective." Journal of Information Technology 15, no. 4 (2000): 281–88. http://dx.doi.org/10.1177/026839620001500404.
Full textAbstract:
An enterprise resource planning (ERP) application is an enterprise-wide package that tightly integrates all necessary business functions into a single system with a shared database. An ERP implementation often entails transferring the business knowledge incorporated in the basic architecture of the software package into the adopting organization. This article proposes a new approach to analysing ERP implementations from a knowledge transfer perspective. It also contributes to a better understanding of competitive advantage based on process knowledge when standardized business processes are implemented by an organization. The article begins by identifying the types of knowledge transferred during an ERP implementation and the factors affecting this transfer. It then investigates how conflicts between the business knowledge transferred from the ERP package and the existing organizational knowledge are resolved. During our investigation, we used in-depth interviews, process analysis and documentation analysis in order to analyse an early implementation stage of ERP. The results indicated that the business processes which are incorporated in an ERP package are transferred into an organization along with the business rules inherent in the processes due to process automation, the limited flexibility of such packages and the cross-functional nature of an ERP package. The results also suggested that an organization's adaptive capability concerning role and responsibility redistribution, the development of new types of required knowledge and the introduction of a different knowledge structure influence an organization's ability to internalize these standardized processes into business routines that provide a competitive advantage
43
Fassam, Liam, and Samir Dani. "A conceptual understanding of criminality and integrity challenges in food supply chains." British Food Journal 119, no. 1 (2017): 67–83. http://dx.doi.org/10.1108/bfj-07-2016-0314.
Full textAbstract:
Purpose Business, consumers and governmental organisations are harbouring a growing need to gain an appreciation of behaviours connected to food criminality. In order to acquire a cross-functional understanding of these thematic areas (crime and fraud) the mapping of existing research is needed. The paper aims to discuss these issues. Design/methodology/approach This paper contributes to the process of knowledge understanding, by systematically reviewing literature to provide an analysis of the current body of business knowledge against the thematic criterion of “supply chain food crime” and “supply chain food fraud”. The analysis derives themes from the literature and maps this across the eight pillars underpinning the UK Government paper on food supply chain resilience. Findings A distinct gap lies with the eight pillars of food supply chain resilience, business interest into supply chain criminality and academic research into the field. There are noteworthy gaps when the literature is analysed to that of the UK Government report. Research limitations/implications The limitation of the study was its focus on business-only journals; a plethora of literature resides in the science field (e.g. testing) that has not made its way to business text. Practical implications Drawing inference between business research and the government report, clear identification and tangible research areas can be immediately exploited to align cross-functional thinking. Social implications The gap of consumer is not as yet addressed in this field, this research contributes originally to this gap and the need to address the same for societal benefit. Originality/value The paper concentrates on the metrics know to contribute to “food crime” and “food fraud” and deviating views of academic vs non-academic literature. In conclusion the paper identifies thematic areas for further research and presents a conceptual framework of food supply chain resilience.
44
Cordeiro, Cheryl Marie. "Using systemic functional linguistic metafunction as a tool in identifying Agency in organizational change in cross-cultural management contexts." International Journal of Cross Cultural Management 17, no. 1 (2017): 125–35. http://dx.doi.org/10.1177/1470595817694914.
Full textAbstract:
This contribution addresses the echoing sentiment that the function of language is not enough focused on in management as an academic discipline even as it is acknowledged that language lies at the heart of international business (IB) activities that take place in cross-cultural management (CCM) contexts. Organizations operate in contexts of uncertainty and change, finding themselves increasingly having to navigate in cross-cultural environments in the context of globalization and international management. Yet, few studies outside the field of applied linguistics (especially discourse analysis) have used language as an instrumental tool in uncovering the subtle workings of influence in organizational change. Scholastic literature in CCM suggests that language in IB is generally studied in two broad dimensions of inquiry – language as (i) object/phenomenon (nature of language) and as (ii) process/function (nature of meaning from language). Because organizational change can be difficult to define when looking at it as a broad process over time, this article addresses the latter nature of language in CCM and IB studies in illustrating how language metafunctions can be used as a methodological tool in analysing qualitative data in order to uncover Agency or actors of influence in processes of organization change in a cross-cultural working context.
45
LAGER, THOMAS, DAN HALLBERG, and PIERRE ERIKSSON. "DEVELOPING A PROCESS INNOVATION WORK PROCESS: THE LKAB EXPERIENCE." International Journal of Innovation Management 14, no. 02 (2010): 285–306. http://dx.doi.org/10.1142/s1363919610002647.
Full textAbstract:
It goes without saying that most companies today need a product innovation work process. The importance of process innovation in many sectors of the process industries should, however, make the development of a process innovation work process a growing concern in many process-based companies. This case study describes the development of such a work process at LKAB, a producer of high-quality iron ore pellets mainly for the European steel industry. Starting with a previously published conceptual model of the work process from a research project in other process industries, the development work is initially introduced in detail. The complete work process is then presented together with a cross-functional process map, checklists and a supplementary process description. The development of the work processes was a combination of a recording of LKAB's best practices coupled with the use of externally published research results and information on work process development. Finally, experience from the development and organisational implementation is discussed. It is the opinion of the project group that if properly applied, this work process will give structure, methodological guidance and efficiency in process innovation. But reaping those rewards will require persistence and discipline at all levels of the company. The purpose of this article is to provide theoretical insight and practical guidance on how to develop an innovation work process in the process industries, specifically, a process innovation work process. The successful development of this work process was considered of such importance to LKAB technology and business development that it resulted in an overall top management initiative to develop and improve all company innovation work processes, with a view to improving innovation output, project management efficiency and organisational learning.
46
Kratzer, Simon, Patrick Lohmann, Maximilian Roeglinger, Lea Rupprecht, and Michael zur Muehlen. "The role of the chief process officer in organizations." Business Process Management Journal 25, no. 4 (2019): 688–706. http://dx.doi.org/10.1108/bpmj-07-2017-0192.
Full textAbstract:
Purpose The design and execution of business processes are important drivers of organizational performance. Organizations design their operations around cross-functional processes adopting business process management (BPM) methods, tools and systems. This often involves assigning BPM accountability to senior executives such as the chief operating officer (COO), chief information officer (CIO), or chief technology officer (CTO). Some organizations appoint a chief process officer (CPO), a phenomenon raising important questions about the skills and responsibilities of this position within the top management team. The purpose of this paper is to conduct an empirical study to explore the skills and responsibilities of CPOs and differences to other executives. Design/methodology/approach The authors conducted an exploratory content analysis of job resumes from LinkedIn.com to investigate the skills and careers of individuals appointed as COO, CIO, CTO and CPO in organizations from different industries and sizes. The content analysis was complemented with expert interviews of CPOs to obtain rich insights into their perception of the responsibilities of this position. Findings CPOs possess a unique skill set to serve as change agents. Their skills enable them to serve as integrators and influencers across managerial ranks and corporate functions. COOs, CIOs and CTOs possess more specialized skills related to their corporate function, whereas CPOs are more generalists who facilitate process-oriented strategy and execution, driving cultural change throughout the organization. These findings are consistent across industry and size. Originality/value This is the first paper to examine the CPO position in relation to other senior executive positions. Hence, it addresses an important gap in the BPM literature which can help organizations to make informed decisions whether they need a CPO position or have it become a part-time role of one of their existing C-level positions.
47
Everaert, Patricia, and Dan W. Swenson. "Truck Redesign Case: Simulating the Target Costing Process in a Product Design Environment." Issues in Accounting Education 29, no. 1 (2013): 61–85. http://dx.doi.org/10.2308/iace-50623.
Full textAbstract:
ABSTRACT This active learning exercise simulates the target costing process and demonstrates how a management theory (goal setting theory) is relevant to a business improvement initiative (target costing). As part of the target costing simulation, student participants work in teams to address a business issue (product development) that moves across functional boundaries. The simulation begins with students learning how to assemble a model truck and calculate its product cost using activity-based costing. Students are then divided into teams and instructed to reduce the truck's cost through a redesign exercise, subject to certain customer requirements and quality constraints. Typically, the teams achieve cost reduction by eliminating unnecessary parts, by using less expensive parts, and by using less part variety. This exercise provides a unique opportunity for students to actively participate in a redesign exercise. It results in student teams creating a wide variety of truck designs with vastly different product costs. The case ends by having a discussion about target costing, goal setting theory, and the implications of the target costing simulation. This simulation contains a number of specific learning objectives. First, students learn how the greatest opportunity for cost reduction occurs during the product design stage of the product development cycle. Second, students see firsthand how design-change decisions affect a product's costs, and the role of the cost information in guiding those decisions. Third, students experience the cross-functional interaction that occurs between sales and marketing, design engineering, and accounting during product development. Finally, this exercise helps students understand the concept of target costing. The simulation is appropriate for undergraduate or graduate management accounting classes. Data Availability: For more information about this case, contact the first author at Patricia.Everaert@UGent.be.
48
Leyer, Michael, Ann-Kathrin Hirzel, and Juergen Moormann. "Achieving sustainable behavioral changes of daily work practices." Business Process Management Journal 24, no. 4 (2018): 1050–68. http://dx.doi.org/10.1108/bpmj-01-2017-0015.
Full textAbstract:
Purpose Process-oriented behavior is a prerequisite for transforming a company into a process-oriented organization, but is difficult to achieve among employees. The purpose of this paper is to examine the effectiveness of role plays on adapting process-oriented behavior in daily work practices. Design/methodology/approach Using the theory of cognitive dissonance, the authors investigate whether role plays are an effective learning method. This study was conducted over a period of two years and included 212 participants of a financial services provider. Findings The results reveal that the role play used had a persistent impact on employees’ process-oriented behavior in terms of their process knowledge, their cross-functional coordination, and their continuous process reflection, but not on their process awareness. Thus, the authors conclude that despite high application costs, role plays are beneficial for financial services companies to train their employees. Research limitations/implications While the data stem from participants within one financial service provider only, this study contributes to the understanding how process-oriented behavior can be promoted sustainably in organizations. Practical implications The results indicate that companies aiming for process orientation should apply role plays to achieve a change in behavior of employees. Originality/value This research contributes to the understanding of role plays as an effective learning method to adopt process-oriented behavior.
49
Ryynänen, Harri, and Risto T. Salminen. "Promoters in a matrix organization's social network during industrial project sales." International Journal of Managing Projects in Business 7, no. 4 (2014): 701–19. http://dx.doi.org/10.1108/ijmpb-11-2013-0066.
Full textAbstract:
Purpose – The purpose of this paper is to increase understanding about the key persons (promoters) in project business organizations. By doing this, the managers may enhance the communication flow by connecting the experts and the executives more efficiently. Design/methodology/approach – The paper is an in-depth single case study in which the case represents a typical industrial project sales process. The case is analysed through content analysis and social network analysis that offers a structured and rigorous method of analysing social networks. Findings – The findings indicate that during project sales there may be numerous process promoters with the dual roles of power and process promoter. In addition, this study demonstrated the appearance of process promoters in the project supplier's social network. The findings of the present study contribute to the literature on promoters by focusing especially on process promoters during project sales. Practical implications – The results of the present study suggest that the process promoters need to be identified and supported in order to build an effective cross-functional project sales team in project business. Originality/value – While the extant literature identifies the promoters in organizations, there appears to be a dearth of studies that relate to the early phases of project sales, despite the fact that these phases have a substantial impact on subsequent phases. This study is a rare example to study empirically the promoters in the project business organization's social network.
50
Moraes, Eduardo Cardoso, Ana Paula Tanajura, and Herman Augusto Lepikson. "New Technologies for Asset Management Applied to Oil Fields." Advanced Materials Research 746 (August 2013): 581–87. http://dx.doi.org/10.4028/www.scientific.net/amr.746.581.
Full textAbstract:
Asset management is an integrated process that aims to achieve the alignment of corporate goals, information systems capable of making rigorous and consistent spending decisions based on asset-level data and cross-functional expertise between the various business process skills. In oil fields, managing the asset requires the decision-making from an integrated analysis of data that enables the understanding of interventions in the field in a comprehensive manner. For this, we propose an approach that by building a database of technical and economic variables, procedures and engineering methods to structure the information, and alignment with organizational strategy, more rational decision and better performances will be possible. These decisions can affect daily oilfield operations, direct investments or even disable an oil field facility.