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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 relevant. The study used such methods of scientific knowledge as: observation, comparison, analysis, modeling, as well as a systematic approach. Data processing, their systematization and analysis were carried out using the MS Excel program. The scientific novelty of the work lies in the systematization of existing knowledge in management accounting and controlling business processes, the allocation of a new object of research — cross-functional business processes. The theoretical significance of the study is an improvement of the conceptual apparatus and methodology of cross-functional business processes management. Of practical importance are the system of indicators for evaluating the effectiveness of cross-functional business processes, recommendations for the implementation of management accounting and controlling systems for cross-functional business processes, as well as assessing their consistency based on a barrier map.
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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. 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.
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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 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.
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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 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.
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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 competes.
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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 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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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 task fulfillment by such a team is achieved through direct communication between all team members. The paper presents the main stages of creating a cross-functional team and the conditions for its successful functioning. The aimis to increase the efficiency of process management of the company's motor transport enterprises through the introduction of cross-functional approach and organization of cross-functional team. Materials and methods.For the analysis of the processes of the motor transport enterprise the authors of the article apply the visualization method of business processes by using diagrams in notations VAD (Value-Added Chain), EPC (Event-Driven Process Chain). Visualization allows to understand better how operations occur within the enterprise, to identify bottlenecks, unnecessary delays and other problems that can slow down or weaken the effectiveness of communication. A cross-functional approach is proposed to address the identified problems. Results.This article considers the peculiarities of a specialized depot in the organization of the process of driver's exit to the route, identifies the problems of the process and proposes an optimization solution to reduce the time of driver's exit to the route. It reduces the number of complaints from the depot customers.
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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 management concept.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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Balabash, Olha, and Oleksandrа Guzheva. "MANAGEMENT TECHNOLOGIES AS THE BASIS OF ENSURING SUSTAINABLE COMPETITIVE ADVANTAGES OF THE BANK." Financial and credit systems: prospects for development 3, no. 10 (2023): 7–17. http://dx.doi.org/10.26565/2786-4995-2023-3-01.
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The article examines the importance of management technology in ensuring sustainable competitive advantages of the bank. The evaluation of the competitiveness of competitor banks was carried out using a method that, unlike the existing ones, allows taking into account the evaluation of technological parameters, which in modern conditions has a significant impact on the competitiveness of banks.
 According to the results of the competitiveness assessment, it was established that modern clients of banking institutions expect convenience and speed in interaction with banks, in view of this, the parameter "technological provision of services" has a significant impact on the level of the bank's competitiveness, and should be taken into account in the formation of the bank's competitive strategy. the work is devoted to the justification of the feasibility of using management technologies aimed at ensuring the automation of the bank's business processes, the advantages of their introduction and the impact on the bank's competitiveness are highlighted. Based on the application of the method of functional modeling and the construction of a cross functional flow chart, a study of the bank's business processes was carried out, a graphic model of the "lending" business process was built, the operations of the business process, their executors, and the connections between them were detailed. On the basis of the research, "bottlenecks" and reasons for the inefficiency of the "crediting" business process were identified. On the basis of the functional-cost analysis, the economic efficiency of the application of management technologies aimed at ensuring sustainable competitive advantages of the bank by calculating the time spent on the execution of the business process has been proven, and the recommended number of employees necessary for the execution of the business process has been established. It is substantiated that the application of management technologies aimed at ensuring the automation of the bank's business processes will contribute to the development of sustainable competitive advantages by simplifying and accelerating the processing of applications, increasing the number of loans issued, which will lead, accordingly, to an increase in bank profits.
 The purpose of the article is to develop theoretical foundations and develop practical recommendations for the development of bank management technology in order to strengthen its competitive advantages.
 In order to achieve the goal, the following research methods are used in the article: functional modeling in the notation "Cross Functional Flow Chart" (diagram of tracks) - for modeling the business process of granting a loan; the method of functional and cost analysis - for the purpose of researching the effectiveness of the implementation of the proposed measures.
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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.
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Valiev, Faridun N. "ANALYSIS OF THE IMPLEMENTATION OF BUSINESS PROCESSES OF CROSS-CUTTING CUSTOMS CONTROL OF IMPORTED GOODS IN TERMS OF DIGITAL TRACEABILITY." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 10/3, no. 151 (2024): 121–29. http://dx.doi.org/10.36871/ek.up.p.r.2024.10.03.013.
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The paper presents the requirements for building business processes for cross-cutting customs control of imported goods, due to the need to use digital traceability tools in order to increase the effectiveness of customs control. The author, based on systematic, process- and risk-oriented approaches, using structural and functional modeling methods, presents an analysis of the implementation of existing business processes of cross-cutting customs control of imported goods, including in the context of using digital traceability tools, and identifies problems or weaknesses that reflect the inconsistency of business processes with established requirements for their the construction.
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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.
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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.
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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.
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BOOTO EKIONEA, Jean-Pierre, Gérard FILLION, and Louis-Denis KONKFIE IPEPE. "Using Soft System Methodology to Align Digitalization Strategies with Processes/Business Strategies: Towards A Qualitative Approach." International Journal of Business & Management Studies 05, no. 04 (2024): 16–23. http://dx.doi.org/10.56734/ijbms.v5n4a2.
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This qualitative study investigated the alignment between digital strategy and business and process strategies, focusing on its impact on competitive advantage and operational effectiveness. Through interviews, case studies, focus group, and document analysis, the research highlighted the significance of strategic alignment in the digital era, identifying key themes such as leadership commitment, cross-functional collaboration, innovation culture, continuous learning, and data-driven decision-making. Key Findings: - Leadership Commitment: Effective digital strategy alignment is strongly influenced by the active support and vision of senior leadership; - Cross-Functional Collaboration. This study contributes valuable insights into the practices and challenges of strategic alignment, offering guidance for organizations navigating the complexities of digital transformation.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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Komal, Jasani. "The Importance of Cross-Functional Communication in Bug Resolution." International Journal of Leading Research Publication 2, no. 12 (2021): 1–9. https://doi.org/10.5281/zenodo.14982319.
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Software development requires prompt bug identification followed by correction because these activities ensure proper software quality alongside user contentment. The resolution process requires teams consisting of developers, testers, product managers, support staff, and quality assurance personnel. The efficient resolution of software bugs depends heavily upon the chief function: effective communication between teams of different backgrounds and experiences. This paper examines how cross-functional communication drives bug resolution by explaining its core meaning, which groups participate, and how the information moves between detection and final resolution. This section investigates the usual hurdles in cross-functional communication by evaluating barriers alongside frequent technical language mismatches and differences in time zones. The article presents solutions to these obstacles through scheduled team meetings and collaborative technology implementation. This article identifies multiple effective communication strategies by showing how organizations can achieve better results through clear channel identification, team collaboration, defined responsibilities, and prioritizing quality instead of speed. The paper examines how effective cross-functional communication enhances software quality through improvements in software stability, user experience, and collaboration and leads to long-term business advantages, which include better customer satisfaction and retention rates. Adopting these principles by software development teams enables them to solve mistakes effectively, improving project success.
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Kolling, Camila, Cassiana Maris Lima Cruz, Janine Fleith d, and e. Medeiros. "The organisational communication role to the cross-functional collaboration on the product development process." International Journal of Business Innovation and Research 29, no. 1 (2022): 105. http://dx.doi.org/10.1504/ijbir.2022.125673.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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Yehezkiel, Willy Lindartono, and Aldianto Leo. "From Farm to Table: Transforming The Shrimp Industry through Food Traceability and Business Differentiation Strategies at PT. Udang Maju Sejahtera." International Journal of Current Science Research and Review 06, no. 06 (2023): 3470–77. https://doi.org/10.5281/zenodo.8062695.
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<strong>ABSTRACT: </strong>This thesis investigates the development of a food traceability system for the shrimp export industry at PT. Udang Maju Sejahtera (UMS). The primary objective was to enhance the transparency and accountability of the shrimp supply chain, thereby improving product quality and consumer trust. The study employed a three-pronged approach: formulating a robust business strategy, innovating product development, and restructuring the organization into a cross-functional team. The business strategy focused on aligning the company's operations with the emerging demands for food traceability in the export market. The product development innovation involved the creation of a traceability system that leverages advanced technology to track and record the journey of shrimp from farm to consumer. The restructuring into a cross-functional team aimed to streamline the decision-making process and accelerate the development cycle. The results indicated that while PT. UMS's strategy aligns with the industry's direction towards increased traceability, the development process was time-consuming and required organizational restructuring. The study concludes that the integration of a cross-functional team within PT. UMS could expedite the development and implementation of the traceability system, thereby enhancing the company's competitiveness in the shrimp export industry. Recommendations for PT. UMS include enhancing innovation management, investing in advanced technology, collaborating with external partners, and adopting a culture of continuous improvement. Future research should explore the long-term impacts of these recommendations on the company's performance and the traceability system's effectiveness.
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Sanjeev Kumar Mourya. "Enhancing business process agility: A Comprehensive Analysis of SAP S/4HANA Flexible Workflow Implementation." World Journal of Advanced Engineering Technology and Sciences 15, no. 2 (2025): 1422–30. https://doi.org/10.30574/wjaets.2025.15.2.0690.
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This article presents a comprehensive analysis of SAP S/4HANA Flexible Workflow, examining its technical architecture, implementation methodologies, business impact, and future directions. Through a detailed article of its core components, integration capabilities, and extensibility options, the article demonstrates how this technology enables organizations to streamline and automate complex business processes across procurement, financial management, and other operational domains. The article synthesizes findings from multiple implementation case studies, revealing quantifiable improvements in process efficiency, compliance, and decision-making agility. Empirical evidence indicates significant reductions in approval cycle times, error rates, and operational costs, with successful implementations achieving substantial return on investment through improved productivity and enhanced compliance capabilities. The article identifies critical success factors for implementation, including executive sponsorship, cross-functional teams, and comprehensive change management, while acknowledging challenges related to technical complexity and integration requirements. By contrasting S/4HANA Flexible Workflow with alternative solutions and exploring emerging trends in intelligent automation, this article provides valuable insights for organizations seeking to optimize their business processes through workflow technologies, while establishing a foundation for future research in this rapidly evolving domain.
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Tsyganok, Ruslan. "Organization of Cross-functional (DevOps·PM) Teams in e-commerce: Processes for Teamwork." Asian Journal of Research in Computer Science 18, no. 6 (2025): 369–77. https://doi.org/10.9734/ajrcos/2025/v18i6707.
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The article investigates how to organize cross-functional e-commerce teams by integrating DevOps and traditional project management (PM) processes with systems engineering and quality assurance practices. Drawing on empirical data, classic Waterfall, Agile, and DevOps models, and a review of advanced techniques, it proposes a unified team structure comprising a Product Owner, Business Analyst, UX/UI Designer, Tech Lead, Developers, QA Specialists, and Systems Analysts. It demonstrates how Agile workflows and CI/CD pipelines align with PMBOK-based PM processes, how incremental system architecture and requirements traceability ensure precise tracking from conception to deployment, and how automated testing and DevSecOps practices balance release speed with platform reliability. Tables detail role distribution and a DevOps–PM alignment matrix, clearly illustrating which DevOps activities correspond to each PMBOK process group. These findings offer a methodological foundation for building high-performance e-commerce teams that accelerate time-to-market without sacrificing quality or scalability, and will be of interest to researchers of organizational behavior and sociotechnical systems, as well as to DevOps and project managers focused on optimizing continuous integration, delivery, and product management.
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Rachkovsky, Ilya B., Dmitry I. Burlov, and Marina A. Morozova. "THE INNOVATIVE PARADIGM OF DIGITAL BUSINESS TRANSFORMATION IN THE MODERN ECONOMIC DEVELOPMENT STAGE." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 4/4, no. 145 (2024): 191–98. http://dx.doi.org/10.36871/ek.up.p.r.2024.04.04.022.
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Digital transformation of businesses is an inevitable trend in today’s economy, driven by rapid technological advancements. The article examines the evolution of this process, key principles such as adaptability, innovation, and the utilization of cutting-edge technologies including artificial intelligence, blockchain, and the Internet of Things. It highlights the challenges and opportunities of digital transformation. Organizational and cultural barriers, cybersecurity risks pose obstacles, while deep data analytics, cross-functional collaboration, and customer-centricity facilitate success. Overall, digital transformation is necessary for maintaining competitiveness but requires overcoming barriers and adopting a proactive, innovation-oriented approach.
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Arthur, Emmanuel Ebo, and Jan Stejskal. "Knowledge Management: The Value of Inter and Intra-firm Activities Towards Innovation Performance." European Conference on Knowledge Management 24, no. 1 (2023): 74–81. http://dx.doi.org/10.34190/eckm.24.1.1300.
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Firms mainly depend on innovation to remain competitive in business. New knowledge is a major resource for firms on the path of achieving innovation performance. This paper seeks to examine how intra-firm and inter-firm activities promote knowledge sharing toward innovation performance. We used the variables channels of information to represent inter-firm activities and workplace organization methods to represent intra-firm knowledge-sharing activities. The proxies for innovation performance were product innovation and business process innovation. Cross-sectional country-level data from CIS 2018 for 17 countries within the EU region was used for our study. The OLS regression method was used for the analysis. While existing studies concentrate on inter-firm knowledge transfer and single country-level studies, our study focuses on a blend of intra-firm and intra-firm cross-country studies. We also emphasized the value of knowledge sharing and cognition in the knowledge transfer process toward achieving firm innovation performance. Our model was built on the knowledge-based view (KBV) and social network theory (SNT). We found that cross-functional workgroups, conferences, trade fairs and exhibitions have a positive significant impact on both product and business process innovation. Published patent had a significant impact on product innovation but was not statistically significant for business process innovation. In conclusion, we found that intra-firm knowledge-sharing activities impact more on innovation performance of firms more than inter-firm knowledge-sharing activities of firms in the EU. Our study is limited to using cross-sectional data and the number of countries within the EU involved in the study. We believe longitudinal data and the involvement of more EU countries in future studies will yield robust findings for more reliable inferences.
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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.
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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.
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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).
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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.
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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.
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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.
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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.
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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.
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Gorelova, Tamara P., and Tamara B. Serebrovskaya. "Business Support in the Context of Digital Transformation." Journal of Modern Competition 17, no. 92 (2023): 53–67. http://dx.doi.org/10.37791/2687-0657-2023-17-2-53-67.
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In Industry 4.0 the key factor for business success on the one hand is innovation, and on the other hand efficiency. The article is devoted to a new trend – business support in the context of digital transformation as an actual form of business development in the context of digitalization. The subject area of the research is the improvement of the company’s business processes based on the support of business and entrepreneurial activity to a more advanced, modern “digital” level. The research aims to substantiate the importance of the formation of business support in the company by improving cross-functional interaction and the development of modern business models of entrepreneurial activity. In the study, the authors examined the feasibility and necessity of digital business transformation; presented a practical justification for the importance of a business support system in the context of digital transformation; analyzed and identified the strategic importance of a business support system for the development of entrepreneurship in general. The results of the study are of practical importance. The authors determined the importance of business support through the external and internal environment; conducted a content analysis of the concepts of “business digitalization”, “cross-functional interaction”, “digital transformation”, “business support” and “digital tools”, determined their characteristics. The authors formulated and argued the importance of the use of digital technologies and the development of digital solutions in the context of digital transformation, in the possibility of using a model of a real business solution in the educational process, in business, startup. The authors argue that business support in the conditions of digitalization is extremely necessary for its maintenance, retention of competitive advantages. The types and types of business support, the dynamics of digitalization of companies are summarized. The readiness of companies to use digital tools has been studied, the goals and objectives of support within the business have been defined, key performance indicators of companies and the use of digital tools for effective business support have been identified.
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Karthik, Hosavaranchi Puttaraju. "Advantage of Technical knowledge in making Business decisions." International Journal of Innovative Research in Engineering & Multidisciplinary Physical Sciences 9, no. 1 (2021): 1–8. https://doi.org/10.5281/zenodo.14121915.
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A company's success in the modern business landscape is always tied to its ability to innovate on its processes, products, and services. Product innovation has always been a key driver in acquiring market share, establishing competitive advantage, and even demonstrating the strength of sustainability [1]. However, engineers constantly struggle to align innovation with management decisions, especially when attempting disruptive innovation. This paper explores the disconnect between business leaders and engineering teams and emphasizes the need for mutual understanding to bridge the gap, highlighting the importance of technical knowledge in management and a business mindset in engineers. It also outlines the complexities of the modern product innovation process and proposes methods for overcoming these challenges. Strategies such as technical upskilling for business leaders and cross-functional collaboration to foster an innovation-friendly environment are proposed to enhance product innovation and facilitate better decision-making processes.