Evaluation of Maturity Models for Business Process Management - Maturity Models for Small and Medium-sized Enterprises

Britsch, Johannes; Bulander, Rebecca; Morelli, Frank

doi:10.5220/0004074701800186

Cited by 2 publications

(7 citation statements)

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“…The main issues that need to be improved and that are among the oldest cited in the literature are those related to the assessment procedure used to determine a company's BPM maturity level. The literature suggests that BPM-MMs should offer greater support to users, mainly to reduce uncertainties, and thus should provide a ready-to-use and transparent instrument (R€ oglinger et al, 2012;Britsch et al, 2012). Questions such as who should apply the model or how it should be applied should be clearly defined in these models (P€ oppelbuß and R€ oglinger, 2011).…”

Section: An Overview Of Gaps In Bpm Maturity Evaluationmentioning

confidence: 99%

“…This framework is based on assumptions defined by previous researchers. In particular, we follow up the guideline proposed by P€ oppelbuß and R€ oglinger (2011), for the construction of maturity frameworks, and the criteria stated in Van Looy et al (2013) and Britsch et al (2012). Our goal was to address the issues identified thoroughly and appropriately.…”

Section: Practical Frameworkmentioning

confidence: 99%

“…Another question that has been discussed and gaining strength in recent years is the need to be aware of the context. To be successfully applied, models must adapt to different organizational realities (flexibility/compliance) (vom Brocke et al ., 2016; Röglinger et al ., 2012; Britsch et al ., 2012). The models define maturity in a static way, i.e.…”

Section: An Overview Of Gaps In Bpm Maturity Evaluationmentioning

confidence: 99%

“…This proposal is not free of limitations. Adopting of the MCDM approach may go in the opposite direction to that of reducing complexity in the evaluation, an objective emphasized by Bai and Sarkis (2013) and Britsch et al . (2012).…”

Section: Conclusion and Future Studiesmentioning

confidence: 99%

“…those that affect the self-assessment desired by companies and which could be associated with the low overall adoption of BPM-MMs (see Tarhan and Reijers, 2016). They have a greater impact on SMEs, since, for them, the relevant features of these models are among the main points that need to be improved (Britsch et al, 2012). Although BPM-MMs have been extensively studied in recent years, these issues have not yet been brought fully forward (Van Looy et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

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Assessing business process orientation using multi-criteria decision-making

Viegas

Costa

2023

BPMJ

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PurposeOver the years, several business process management maturity models (BPM-MMs) have been proposed. Despite great advances, some issues concerning the effectiveness of their practical functionality still need to be addressed. These are related to three important aspects of BPM maturity assessment and improvement: their mechanisms for evaluating maturity (clarity, availability and accuracy), their flexibility (compliance) and their structure (path to maturity). The main goal with this article is to address such issues by introducing a new concept to evaluate and improve BPM maturity.Design/methodology/approachThe authors proceed in accordance with a design science research (DSR) integrating multi-criteria decision-making (MCDM) with intuitionistic fuzzy sets (IFSs).FindingsThe authors’ proposal provides a practical BPM maturity framework and its assessment procedure to support organizations to determine and improve their initiatives appropriately, which means that it fully or partially addresses all the issues raised. To demonstrate the applicability of this framework, a real application was conducted, and a parallel between existing BPM-MMs is presented to emphasize its advances.Originality/valueIt is the first time that the MCDM approach has been used to support BPM maturity assessment. This approach not only takes into account the uncertainties and subjectivities inherent to this type of decision problem but also allows it to be treated quantitatively, thus making it possible to obtain more accurate results even with less experienced teams.

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Section: An Overview Of Gaps In Bpm Maturity Evaluationmentioning

confidence: 99%

Section: Practical Frameworkmentioning

confidence: 99%

Section: An Overview Of Gaps In Bpm Maturity Evaluationmentioning

confidence: 99%

Section: Conclusion and Future Studiesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Assessing business process orientation using multi-criteria decision-making

Viegas

Costa

2023

BPMJ

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Aligning business process maturity level with SMEs growth in Indonesian fashion industry

Andriani

Samadhi

Siswanto

et al. 2018

IJOA

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Purpose This study aims to develop a business process maturity model, especially on operation processes, based on the characteristics of each organisational growth stage, to increase small and medium enterprises (SMEs) growth. With this information, SMEs can identify their needs and priorities for business process improvement based on the characteristics that are inherent in the organisation. Design/methodology/approach The proposed model was developed by reviewing the literature on previous studies related to the organisational life cycle and its characteristics, as well as a business process maturity model. Furthermore, historical case studies were conducted to validate the proposed model. Case study objects in this research were fashion industry companies that have grown from an SME scale to national level. Findings The results of this research indicate that the characteristics of each growth stage are different, which led to increased complexity and maturity of business processes run. Therefore, SMEs should pay attention to their growth stages, as a basis to improve their business process maturity, especially on the critical processes, which are evaluate products performance, design products and services and monitor sales. Through this model, SMEs can determine the business’ current growth stage and use the proposed model as guidance for business process improvement to accelerate organisational growth. Research limitations/implications Validation of the proposed model was done by conducting a historical case study. To generalise the model, it is recommended to survey similar industry and test quantitatively using statistical methods. However, further research can be used in other industries that might yield different results. Besides, this research can also be developed in the supporting process categories. Practical implications This study provides a practical guide for SMEs to identify their current growth stage, and implement the measurement of business process maturity level. Maturity level standard at every growth stage can be used in determining the priority of business process improvement to drive organisational growth. Originality/value Through this research, the BPMM method was developed to enable SMEs to implement a self-evaluation process without seeking external assistance and assess their needs through a clear and understandable scale allowing for further development of the business. By using this method, SMEs can manage their business processes maturity level to encourage its growth.

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Evaluation of Maturity Models for Business Process Management - Maturity Models for Small and Medium-sized Enterprises

Cited by 2 publications

References 1 publication

Assessing business process orientation using multi-criteria decision-making

Assessing business process orientation using multi-criteria decision-making

Aligning business process maturity level with SMEs growth in Indonesian fashion industry

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