Exploring Explorative BPM - Setting the Ground for Future Research

Grisold, Thomas; Groß, Steven; Röglinger, Maximilian; Stelzl, Katharina

doi:10.1007/978-3-030-26619-6_4

Cited by 28 publications

(39 citation statements)

References 20 publications

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“…Due to their broad skill set, they are suited from both modes, explorative and exploitative. With this insight, we also respond to a research call from Grisold, Gross, Röglinger, Stelzl, and vom Brocke [50] to investigate which organizational capabilities are crucial for an organization in future, to make organizational processes more opportunity-and stakeholder-driven. We hope that our work serves as a starting point for further research in the field of employee-driven development of digital innovations.…”

Section: Discussionmentioning

confidence: 96%

Orchestration of employees' creativity: A phased approach

Wehking

Kaiser

Schenk

2021

Proceedings of the Annual Hawaii International Conference on System Sciences

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Digital innovation is a promising but challenging way for established organizations to achieve sustainable competitive advantage. A young research stream focuses on the development of innovations by means of employee involvement, which uses the knowledge and creativity of employees. Although it is clear that employees have been innovation drivers, studies on the roles of knowledge and creativity as foundations of employee-driven innovation are all but absent from the literature. Since not all individuals are equally creative, we investigate, through the analytical lens of the model of creativity and innovation, whether domain knowledge matters or if teams lacking domain knowledge can deliver satisfying results, too. The data collection is based on two design-thinking workshops including interviews, observations, and a survey with domain experts who evaluate the prototypes. Opposing to common assumptions of creativity techniques, domain knowledge is fundamental for developing digital innovations.

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Section: Discussionmentioning

confidence: 96%

Orchestration of employees' creativity: A phased approach

Wehking

Kaiser

Schenk

2021

Proceedings of the Annual Hawaii International Conference on System Sciences

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“…Additionally, an extension of explorative BPM methods is required, as they become more important in today's dynamic business environments (Grisold et al 2019) and as most extant BPM methods are exploitative in nature. In doing so, BPM method engineers may consider methods from other disciplines (e.g., innovation management, design thinking, product engineering) to derive explorative methods applicable for BPM purposes.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Context-Aware Business Process Management

et al. 2021

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Context awareness is essential for successful business process management (BPM). So far, research has covered relevant BPM context factors and context-aware process design, but little is known about how to assess and select BPM methods in a context-aware manner. As BPM methods are involved in all stages of the BPM lifecycle, it is key to apply appropriate methods to efficiently use organizational resources. Following the design science paradigm, the study at hand addresses this gap by developing and evaluating the Context-Aware BPM Method Assessment and Selection (CAMAS) Method. This method assists method engineers in assessing in which contexts their BPM methods can be applied and method users in selecting appropriate BPM methods for given contexts. The findings of this study call for more context awareness in BPM method design and for a stronger focus on explorative BPM. They also provide insights into the status quo of existing BPM methods.

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“…Process approach and BPM concepts have matured over the years and new technology, concepts, standards, and solutions appear. Recent trends of development in the context of process approach to management developments are in particular: [4,16,17] -focus on development of process specialists and creation of qualified process teams, -focusing more on process efficiency and innovation (moving away from focus on efficiency); -creation of suitable organizational culture suitable for application of process management, -integrating business applications and focusing on a user-friendly, user-friendly page -use of social networks and mobile interfaces to support process management, using not only external social networks (such as Facebook and Twitter), but also internal networks such as SharePoint, etc. (Social & Mobile BPM Solutions) -use of intelligent systems that enable the company to proactively adapt to changing market trends (iBPM -smart BPM solutions), -use of cloud solutions (Cloud BPM solutions), -the use of Gamification of BPM concepts and techniques.…”

Section: Further Routing In the Field Of Process Approachmentioning

confidence: 99%

Promoting process approach to management

Papulova

2020

SHS Web Conf.

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Increasing environmental dynamics and deepening competition are forcing businesses to seek effective responses and, within them, appropriate management approaches to be competitive and succeed in the market. The process approach, which in recent years has become an integral part of managerial practice in the company, emphasizes the business processes. Focusing on processes and improving them in companies is an effort to better respond to changing customer requirements. This paper deals with the possibilities of applying and using methods and techniques to support the business process management in companies and deals with the essence and benefits of individual methods to support the performance and competitiveness of a company.

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Exploring Explorative BPM - Setting the Ground for Future Research

Cited by 28 publications

References 20 publications

Orchestration of employees' creativity: A phased approach

Orchestration of employees' creativity: A phased approach

Context-Aware Business Process Management

Promoting process approach to management

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