BPO through the BPM Lens: A Case Study

Bhat, Jyoti M.; Fernandez, Jude; Kumar, M. Sunil; Goel, Sukriti

doi:10.1007/978-3-642-01982-1_16

Cited by 3 publications

(2 citation statements)

References 10 publications

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“…Hence, offshoring gives firms in developed countries foothold to markets with high growth potential in emerging countries (Apte & Mason, 1995). Fourthly, reduced turnaround time benefits due to time zone difference (Bhat et al, 2010;Quinn, 1992) are considered in offshore decision. For instance, Nairobi has a 7 hour time zone difference with respect to Washington, DC, USA and as many as 13+ hours with respect to Honolulu in Hawaii, USA.…”

Section: Information Intensiveness Dimensionmentioning

confidence: 99%

Insights from Architectural Elements of a Service Transformation Process— A Literature Review

Wainaina¹

2022

JSSM

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The transformation process is at the centre of the wider discipline of operations management. But whilst it is widely studied from both manufacturing and service perspectives, very few studies look at the underpinning relationships amongst its constituent parts. This paper seeks to enrich our understanding of linkages between customer input, service delivery system, and the service concept through a review of service operations management literature. The traditional service classification dimensions/theories are evaluated in light of the emergent information intensity aspect of virtual services. The emergent tentative insights are summarised in a conceptual framework.

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Section: Information Intensiveness Dimensionmentioning

confidence: 99%

Insights from Architectural Elements of a Service Transformation Process— A Literature Review

Wainaina¹

2022

JSSM

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“…Most frameworks for TQM embody theories and practices aligned with BPM (e.g., Sila and Ebrahimpour, 2003;Bhat and Fernandez, 2010;Sadikoglu and Zehir, 2010). Improvements BPMJ 30,2 made using TQM are typically frequent and small-scale changes targeting specific organizational processes or the relationship between them (Benner and Tushman, 2003;Hung, 2006).…”

Section: Introductionmentioning

confidence: 99%

Advancing business process management lifecycle implementation through the integration of the design for Six Sigma method

Kovach,

Cardoso-Grilo,

Cardoso

et al. 2023

BPMJ

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Purpose This research proposes how Design for Six Sigma (DFSS) provides a complementary approach for business process management (BPM) lifecycle implementation in order to address gaps identified in the current literature.Design/methodology/approach The mandatory elements of a method (MEM) framework is used to illustrate DFSS's maturity as a process redesign method. The use of DFSS in a BPM context is described through several action research case examples.Findings This research specifies the procedure model (order of development activities), techniques, results, roles and information/meta model (conceptual data model of results) associated with using DFSS to address BPM-related challenges. The action research case examples provided discuss the details of implementing BPM using DFSS to design, implement and test redesigned processes to ensure they fulfill the needs of process participants.Research limitations/implications While the case examples discussed were performed in only a few settings, which limits the generalizability of their results, they provide evidence regarding the wide range of domains in which the proposed DFSS-BPM approach can be applied and how the tools are used in different contexts.Practical implications This research offers a road map for addressing the challenges practitioners often face with BPM lifecycle implementation.Originality/valueThis research provides the first attempt to integrate DFSS as a complementary method for BPM lifecycle implementation.

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Business Process Outsourcing through Business Process Management and Knowledge Management Evidence from Bangladesh

2022

IJMA

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Organizations need diversified business process management and multi-dimensional knowledge management, critical components of organizational outcomes, to succeed in the Business Process Outsourcing (BPO) industry. The current study examines how to improve BPO to determine what drives organizations to develop the BPO industry. Data has been collected using a structured questionnaire considering the 7-point Likert scale. The Structural Equation Model (SEM) has been employed to simultaneously show the relationships among constructs. The findings reveal that business process and knowledge management positively promote business process outsourcing. Nonetheless, the growing trend of the BPO industry is a source of concern for the Bangladeshi industry in the current environment. Testing business processes and knowledge management inside BPM also provides researchers and policymakers with significant insights and diverse ramifications. Bangladesh is the 13th best-emerging economy in the world; thus, the findings generated from Bangladesh could be generalized to the other emerging economies in the world for increasing the BPO industry.

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BPO through the BPM Lens: A Case Study

Cited by 3 publications

References 10 publications

Insights from Architectural Elements of a Service Transformation Process— A Literature Review

Insights from Architectural Elements of a Service Transformation Process— A Literature Review

Advancing business process management lifecycle implementation through the integration of the design for Six Sigma method

Business Process Outsourcing through Business Process Management and Knowledge Management Evidence from Bangladesh

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