Critical Success Factors in Business Performance Management—Striving for Success

Ariyachandra, Thilini; Frolick, Mark N.

doi:10.1080/10580530801941504

Cited by 88 publications

(65 citation statements)

References 8 publications

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“…Although CSFs of BPM, defined as a few things that must function well to assure success (Boynton and Zmud, 1984), may provide relevant ideas for practitioners, most CSF studies conclude by presenting a list of general factors (e.g., top management support, communication, appropriate culture, appointment of process owners and end-user training (Ariyachandra and Frolick, 2008;Bai and Sarkis, 2013;Bandara et al, 2005;Karim et al, 2007;Trkman and Trkman, 2009)) but provide little further practical guidance (King and Burgess, 2006). Some authors attempt to provide a more detailed recommendation for the usage of CSFs.…”

Section: Introductionmentioning

confidence: 99%

Ten principles of good business process management

Schmiedel

Recker

Trkman

et al. 2014

Business Process Mgmt Journal

195

229

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Purpose -The purpose of this paper is to foster a common understanding of business process management (BPM) by proposing a set of ten principles that characterize BPM as a research domain and guide its successful use in organizational practice.Design/methodology/approach -The identification and discussion of the principles reflects our viewpoint, which was informed by extant literature and focus groups, including 20 BPM experts from academia and practice.Findings -We identify ten principles which represent a set of capabilities essential for mastering contemporary and future challenges in BPM. Their antonyms signify potential roadblocks and bad practices in BPM. We also identify a set of open research questions that can guide future BPM research.Research limitation/implication -Our findings suggest several areas of research regarding each of the identified principles of good BPM. Also, the principles themselves should be systematically and empirically examined in future studies.Practical implications -Our findings allow practitioners to comprehensively scope their BPM initiatives and provide a general guidance for BPM implementation. Moreover, the principles may also serve to tackle contemporary issues in other management areas.Originality/value -This is the first paper that distills principles of BPM in the sense of both good and bad practice recommendations. The value of the principles lies in providing normative advice to practitioners as well as in identifying open research areas for academia, thereby extending the reach and richness of BPM beyond its traditional frontiers.

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Section: Introductionmentioning

confidence: 99%

Ten principles of good business process management

Schmiedel

Recker

Trkman

et al. 2014

Business Process Mgmt Journal

195

229

View full text Add to dashboard Cite

show abstract

“…[2]. [19], point out that for achievement of business strategic goal, ISRM should be in tandem with strategic goal.…”

Section: Alignment To Business Strategymentioning

confidence: 99%

Efficient Resource Utilization in Information Security Risk Management Investment

Nyapete¹,

Rodrigues²,

Liyala³

2018

IJCATR

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Efficient Resource Utilization in Information Security Risk Management Investment can improve organization resiliency to information security threats through identifying key information assets and security risks so that information security expenditures can be directed cost effectively. The purpose of this study is to determine if framing and evaluation components of prospect theory informs information security investment decisions. An empirical study was conducted on six microfinance enterprises using Cochran's correctional formula. Mediation Regression Analysis (MRA) was used to determine the impact of organization and human factors on efficient information security risk management investment. The study established that Rational Choice Decision Models (RCDM) in the context of information security investment needs to be supplemented with risk perception measurement and account for individual level decision biases.

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“…The rest of the article discusses CSFs of adopting BPM in different stages. Ariyachandra & Frolick, 2008;Bandara et al, 2009;Ohtonen & Lainema, 2011;Ravesteyn, 2007;Trkman, 2009 Performance measurement (measurable results) Bandara et al, 2009;Ravesteyn, 2007;Ravesteyn & Batenburg, 2010;Trkman, 2009Governance Ravesteyn & Batenburg, 2010Thompson et al, 2009 Understanding the BPM concept, understanding the process Ravesteyn, 2007;Thompson et al, 2009 Continuous improvement, continuous optimisation Ravesteyn, 2007;Thompson et al, 2009;Trkman, 2009; Clearly defined process owners Thompson et al, 2009;Trkman, 2009 Source: Created by the authors based on the literature review. Grisdale & Seymour, 2011;Rohloff, 2009), because they allow researchers to develop a deep understanding of BPM related concepts that are still being intensively developed.…”

Section: Critical Success Factors Of Bpm Adoptionmentioning

confidence: 99%

Critical success factors for different stages of business process management adoption – a case study

Buh¹,

Kovačić²,

Štemberger³

2015

Economic Research-Ekonomska Istraživanja

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Many organisations fail in their attempt to adopt business process management (BPM). Although general critical success factors (CSFs) are well understood, we argue that CSFs are not the same for all stages of BPM adoption. The purpose of this article is to identify the CSFs in different stages of BPM adoption. A case study approach was used to analyse a successful BPM adoption in a public company. The article provides empirical insights about CSFs in individual stages of BPM adoption. We find that the guidance of external consultants was very important, although this factor is not commonly recognised in the literature. The article shows that the identification of well-known CSFs of BPM adoption gives only a limited view since the factors change between stages. Organisations need to carefully identify the stage and prepare a roadmap for their BPM adoption.

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Critical Success Factors in Business Performance Management—Striving for Success

Cited by 88 publications

References 8 publications

Ten principles of good business process management

Ten principles of good business process management

Efficient Resource Utilization in Information Security Risk Management Investment

Critical success factors for different stages of business process management adoption – a case study

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