A framework for addressing the challenges of business process change during enterprise systems integration

Abstract

Purpose Enterprise systems integration (ESI) is necessary for today’s business environment to access real-time data and quickly respond to fluctuating market demand. business process change (BPC) as a significant prerequisite of ESI encompasses various challenges that must be tackled by employing success factors, techniques and approaches. The purpose of this paper is to focus on BPC challenges and develop a conceptual framework for addressing BPC challenges in ESI. Design/methodology/approach BPC challenges and their success factors were first identified through a literature analysis. Then, the findings from the literature were thematically analysed and qualitatively validated through 35 unstructured interviews for developing the conceptual framework. Findings The findings from the literature suggested 17 BPC challenge along with their success factors. During the validation process, 15 BPC challenges were accepted by all interviewees, while most of the respondents disagreed with the two challenges of “consolidation of information system re-engineering with BPR”, and “customization”. Moreover, “risk” was suggested as a BPC challenge by several interviewees. Thus, the study offered a modified list of BPC challenges, which was empirically validated. Originality/value The study proposes a conceptual framework for addressing BPC challenges in ESI that enables enterprises to design their systems integration roadmap, based on an understanding of BPC challenges and their success factors, as well as supporting solution providers to develop solutions for effective and efficient BPC. Furthermore, the framework will act as a basis for BPC and developing a similar framework for other related contexts, such as smart cities.

Implementing Vertical Integration in the Industry 4.0 Journey: Which Factors Influence the Process of Information Systems Adoption?

“…Therefore, while the organizational context can limit the company’s expansion due to the legacy and infrastructure, companies pursuing vertical integration should balance this with the environmental context, which brings the external needs and trends. In such a scenario, factors of the technological dimension in this stage can play a moderating role since the look at future expansion, customization, and interoperability can help better connect the external needs with the already established resources (Ali et al, 2021 ; Javidroozi et al, 2020 ).…”

“…Furthermore, functionalities and platform issues must be constantly managed by companies to ensure that the information system will operate correctly (Jain & Bhattacharyya, 2012 ). Similarly, human-related concerns like culture, integration between sectors, people readiness, and external parties’ support also represent operational characteristics of information systems adoption (Javidroozi et al, 2020 ). These factors also reinforce the highly relevant role of people in the path of firms towards Industry 4.0 (Meindl et al, 2021 ; Romero et al, 2020 ), suggesting that companies can make mistakes when they implement technology programs without putting people at the center of this process.…”

Using Process Stories to Foster Process Flexibility: The Experts’ Viewpoint

“…Using Process Stories Further, interviews provide a formative and (quasi)naturalistic way to evaluate method artifacts like process stories within real organizational contexts (Venable, Pries-Heje, & Baskerville, 2016). Finally, interviews are considered appropriate to generate rich data, as BPM experts can discuss both their business process and the related contexts (Gross et al, 2021;Javidroozi, Shah, & Feldman, 2019). Next, we discuss the adopted procedure, which covers the recruitment of participants, data collection, data analysis, and validity checks.…”

The First Two Decades of Smart City Research from a Risk Perspective

“…They identify a number of organizational risks, such as "high implementation cost", "low-quality service", "lack of sufficient legal framework", and "inaccurate data on which decisions are made". Javidroozi, Shah and Feldman [49] also highlight some additional organizational risks and challenges, including "complexity", "efficiency", "agility and flexibility", "monitoring", and "standardization". Correspondingly, Wu, Zhang, Shen, Mo, and Peng [68] investigate the organizational risks embedded in the development of smart cities with Chinese characteristics and highlight a few risks, mainly including the "incapability of dealing with an emergency" and "lack of independent research on smart cities".…”