Exploring process management: are there any widespread models and definitions?

Abstract

Purpose -Process management has been around for a long time, but unlike that of many other management trends, the interest in process management has remained high. The starting point for the study was the idea that the lack of well-established conceptual models and definitions of process management play a role in the challenge and difficulty facing organizations when trying to manage their processes on a strategic level. The purpose of the study was to explore whether there really are some existing widespread and common models and definitions for process management in the literature? The aim of this paper is to describe and explore the findings from the study. Design/methodology/approach -A structured literature review is used to identify contemporary models and definitions for process management. Findings -There are several descriptions and definitions of process management presented in the literature, but none that seems to be really widespread and well-established. However, the analysis indicate two different movements: process management for single process improvement; and process management for system management. The results from the literature review are summarized in an aggregated model of existing descriptions of process management. The varying purposes of working with process management demonstrate a diverse need for both movements. Still, the focus of a majority of the identified tools and approaches for process management is to contribute to the more mechanistic movement, the first, of systematically improving single processes. Originality/value -The paper provides a literature review, the identification of two different movements within process management and presents an aggregated model of existing descriptions of process management. Implications of the findings on process management in organizations are discussed and further research suggested.

Collaborative EA Information Elicitation Method: The IEM for Business Architecture

“…Variations exist, e.g. [29] concedes the business processes as an element of EA, justified by the importance of the business process view to the business architecture and the adoption of the process architecture concept in the business oriented literature as well [15] that stresses the holistic, process network view to the business operations. However, an overall business architecture concept entails other elements like business models, organizational structures and also services.…”

Creation of value to society – a process map of the societal entrepreneurship area

“…They create opportunities to analyse (Sörqvist, 2004), capture opportunities for improvements and carrying through improvements (Bergman & Klefsjö, 2010;Ljungberg & Larsson, 2012;Sörqvist, 2004). Palmberg (2009) suggest a rough definition: 'A net process definition can be condensed to: A horizontal sequence of activities that transforms an input (need) to an output (result) to meet the needs of customers or stakeholders' (p. 207). Bergman and Klefsjö's (2010, p. 457) definition of a process is: 'a process is a network of activities that are repeated in time, whose objective is to create value to external or internal customers.…”

“…How to manage valuecreating flows in organisations is of interest for both researchers and practitioners (Palmberg, 2009). By identifying and mapping out processes, opportunities are created to simplify a complex organisation (Sörqvist, 2004) and create an overall view (Bergman & Klefsjö, 2010;Ljungberg & Larsson, 2012;Sörqvist, 2004).…”

The extent of EFQM effectiveness in routine and non-routine organizations based on multivariate techniques: an empirical study

“…Some of the most important challenges that process management faces are complexity, creativity, and uncertainty in some of the processes Hampson and Junor 2005;Seidel 2011;Schafermeyer et al 2010;Ungan 2006;Rosenkranz et al 2010). Although different classifications of processes have been introduced based on their essence such as the ones given by Spanyi (2010), Palmberg (2009), and American Productivity and Quality Center (APQC) (2014), some researchers have proposed classifications based on uncertainty and the creative nature of processes Seidel 2011;Schafermeyer et al 2010;Strauss 1993;Simard and Marchand 1995;Noble and Blandford 2013). Lillrank has also classified processes into standard, routine, and non-routine processes according to the uncertainty and task variety of processes (Lillrank 2003;Lillrank et al 2011).…”

“…On the other side, due to the importance of business processes performance, many researchers have focused on the improvement of process management models (Spanyi 2010;Van Looy et al 2011;Palmberg 2009;Seidel et al 2010;Hampson and Junor 2005;Seidel 2011;Schafermeyer et al 2010) and more specifically on standardizing process (Schafermeyer et al 2010;Ungan 2006;Rosenkranz et al 2010), challenges and barriers in different organizations. Some of the most important challenges that process management faces are complexity, creativity, and uncertainty in some of the processes Hampson and Junor 2005;Seidel 2011;Schafermeyer et al 2010;Ungan 2006;Rosenkranz et al 2010).…”