Design heuristics for customer-centric business processes

Frank, Lukas; Poll, Rouven; Roeglinger, Maximilian; Rupprecht, Lea

doi:10.1108/bpmj-06-2019-0257

Cited by 21 publications

(10 citation statements)

References 46 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Companies can provide customers with added value by making their CPs more effective and efficient (Gersch et al , 2011). However, guidance of how to reach this goal is rare (Frank et al , 2020; Gersch et al , 2011; Rosemann, 2014). This study outlines the opportunities offered by CPCAs to impact CPs.…”

Section: Discussionmentioning

confidence: 99%

Customer process-centric artefacts: a literature review

Palvölgyi

Moormann

2021

BPMJ

View full text Add to dashboard Cite

PurposeCompanies that strive to provide customers with value in their processes benefit from artefacts that allow them to better understand customer processes (CPs) and to influence CPs in ways that are valuable for customers. Such CP-centric artefacts (CPCAs) carry various labels across research fields, which inhibit their application or utilization for developing further artefacts. This study provides a structured overview of existing CPCAs and investigates which research foundations promote their development.Design/methodology/approachTwenty-five CP-related keyword combinations are applied in several iterations using multiple (meta) search engines to identify papers on CPCAs across different research streams. Introduced research frameworks organize the identified artefacts and indicate research gaps and reasons why some approaches are more successful in developing CPCAs than others.FindingsExisting CPCAs cover different aspects of CPs and utilize contextual factors of CPs to varying degrees to analyse or influence CPs. Research gaps are identified that indicate opportunities to develop further CPCAs. Taking instantiated methods in combination with CP-related descriptive knowledge as a foundation yields the highest potential for generating beneficial CPCAs.Originality/valueThis paper contributes to CP management literature by offering a foundation for the generation of CPCAs suitable for analysing and influencing CPs of end-consumers. This supports the establishment of a CP management aiming at optimizing both, interlinked business processes and CPs.

show abstract

Section: Discussionmentioning

confidence: 99%

Customer process-centric artefacts: a literature review

Palvölgyi

Moormann

2021

BPMJ

View full text Add to dashboard Cite

show abstract

“…Translating involves a cross-functional value creation process that defines complex market requirements into customer-driven goals (Carrington et al. , 2014; Frank et al. , 2020).…”

Section: A Conceptual Framework: Complexity Theory Perspectivementioning

confidence: 99%

Dynamic market complexity and service value advantage: an empirical investigation of business process management

Hong

Hejazi²,

Deng³

et al. 2022

BPMJ

View full text Add to dashboard Cite

PurposeHaving complexity theory as the overarching conceptual rationale, this paper presents a research model that defines external drivers, strategic and internal business practices and performance outcomes in service firm contexts.Design/methodology/approachUsing an original survey instrument, the authors empirically examine business process management (1) adopting the mediating roles of shared goal practices and technology imperative practices (2) involving moderating roles of competitive market environments and joint implementation practices.FindingsIn response to dynamic market complexity, firms implement business process management through shared goal practices and technology imperative practices for achieving customer service outcomes. The findings also suggest the moderating roles of competitive pressure and joint implementation practices.Research limitations/implicationsGeneralizations here are limited to service firms. Increasing customer service expectations (e.g. simplicity, convenience, visual images and rapid responses) require firms to involve cross-functional work throughout their organizational processes.Practical implicationsIn digital environments, business process management requires socio-technological synergy through shared goal practices and technology imperative practices.Originality/valueBuilding on a theory-driven research model, a survey instrument provides tools to examine business process management of service firms that sense dynamic market complexity challenges and translate them to achieve desirable customer service outcomes.

show abstract

“…These redesign approaches can be characterized based on their nature (which can be analytical or creative), perspective (inward-looking or outward-looking) and ambition (transactional or transformational) (Dumas et al , 2018). Based on methods and techniques discussed in reviews and articles on process redesign and service design (Bettencourt et al , 2013; Bitner et al , 2008; Dumas et al , 2018, p. 306 ff; Frank et al , 2020; Lee et al , 2008; Malone et al , 1999; Rosemann, 2020; Vanwersch et al , 2015), we further distinguish seven underlying rationales of existing redesign approaches (Table 1). The identified redesign rationales are (1) problem-based, (2) imitation-based, (3) pattern-based, (4) interaction-based, (5) outcome-based, (6) customer-based and (7) alternative-based.…”

Section: Introductionmentioning

confidence: 99%

“…As an example, lean management classifies different types of waste to be avoided, while non-value-adding process activities should be eliminated. Imitation-based approaches like benchmarking (König et al , 2019) and positive deviance (Setiawan and Sadiq, 2013) search for superior process designs with the aim to imitate (part of) the process' design, which causes this effective behavior. Pattern-based approaches build on this imitation rationale by abstracting from various real-world examples to sketch out useful and proven solutions. Representatives of this group are best practices of process redesign (Reijers and Liman Mansar, 2005), explorative process design patterns (Rosemann, 2020), customer-centric design patterns (Frank et al , 2020) and the Rethink of Process (RePro) principles (Vanwersch et al , 2015). Business process reengineering (BPR) also belongs to this set of approaches.…”

Section: Introductionmentioning

confidence: 99%

“…Pattern-based approaches build on this imitation rationale by abstracting from various real-world examples to sketch out useful and proven solutions. Representatives of this group are best practices of process redesign (Reijers and Liman Mansar, 2005), explorative process design patterns (Rosemann, 2020), customer-centric design patterns (Frank et al , 2020) and the Rethink of Process (RePro) principles (Vanwersch et al , 2015). Business process reengineering (BPR) also belongs to this set of approaches.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

The Business Process Design Space for exploring process redesign alternatives

Groß

Stelzl

Grisold

et al. 2021

BPMJ

View full text Add to dashboard Cite

PurposeProcess redesign refers to the intentional change of business processes. While process redesign methods provide structure to redesign projects, they provide limited support during the actual creation of to-be processes. More specifically, existing approaches hardly develop an ontological perspective on what can be changed from a process design point of view, and they provide limited procedural guidance on how to derive possible process design alternatives. This paper aims to provide structured guidance during the to-be process creation.Design/methodology/approachUsing design space exploration as a theoretical lens, the authors develop a conceptual model of the design space for business processes, which facilitates the systematic exploration of design alternatives along different dimensions. The authors utilized an established method for taxonomy development for constructing the conceptual model. First, the authors derived design dimensions for business processes and underlying characteristics through a literature review. Second, the authors conducted semi-structured interviews with professional process experts. Third, the authors evaluated their artifact through three real-world applications.FindingsThe authors identified 19 business process design dimensions that are grouped into different layers and specified by underlying characteristics. Guiding questions and illustrative real-world examples help to deploy these design dimensions in practice. Taken together, the design dimensions form the “Business Process Design Space” (BPD-Space).Research limitations/implicationsPractitioners can use the BPD-Space to explore, question and rethink business processes in various respects.Originality/valueThe BPD-Space complements existing approaches by explicating process design dimensions. It abstracts from specific process flows and representations of processes and supports an unconstrained exploration of various alternative process designs.

show abstract

Design heuristics for customer-centric business processes

Cited by 21 publications

References 46 publications

Customer process-centric artefacts: a literature review

Customer process-centric artefacts: a literature review

Dynamic market complexity and service value advantage: an empirical investigation of business process management

The Business Process Design Space for exploring process redesign alternatives

Contact Info

Product

Resources

About