Process design principles in service firms: Universal or context dependent? A literature review and new research directions

Ponsignon, Frédéric; Smart, P. A.; Maull, Roger

doi:10.1080/14783363.2011.637797

Cited by 17 publications

(13 citation statements)

References 105 publications

(193 reference statements)

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“…A similar view of the development of process models is offered by Strnadl (2006), Yang and Lin (2008), Blockley (1999), Nagel, Hutcheson, McAdams, andStone (2011). A comprehensive review of the BPM and operations management is provided in the literature of Ponsignon, Smart, and Maull (2012). They focused on examining if the process design principles derived from the best practices are universally applicable to service firms.…”

Section: Literature Reviewmentioning

confidence: 96%

Utilisation of business process models in managerial practice: An empirical study in Slovak companies certified to the ISO 9001 standard

Závadský

Závadská

2013

Total Quality Management & Business Excellence

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The purpose of this article is to present the results of an empirical study conducted in Slovak companies certified to the ISO 9001 standard. We assume that some of these companies have developed business process models during the implementation of the ISO 9001 standard. Generally, the ISO 9001 standard creates a space for various opportunities for creating business process models and their real utilisation in managerial practice. Our research looks for answers mostly to these questions: (1) to what extent, and in which way are business process models utilised in Slovak firms which are certified to ISO 9001; and (2) what are the causes of the different ways of utilisation of the business process models in the managerial practice of these companies? Our research focuses on the elements of the corporate system included in a process model, as well as the possibilities for their application. This empirical study also points out the linear dependence between the extent of the process model (X) and its actual utilisation (Y). It also looks into the causes why some firms use the process model more than others. The results of this research serve as a foundation for the requirements of the process-oriented companies independently of their certification to ISO 9001.

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Section: Literature Reviewmentioning

confidence: 96%

Utilisation of business process models in managerial practice: An empirical study in Slovak companies certified to the ISO 9001 standard

Závadský

Závadská

2013

Total Quality Management & Business Excellence

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“…Ljungberg and Larsson (2012) present a suggestion how to map out processes in eight steps. Ponsignon, Smart, and Maull (2012) suggest that some design principles fit better in business process design depending on contextual conditions within service organisations.…”

Section: Processes and Process Mappingmentioning

confidence: 98%

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

Åslund

Bäckström

2013

Total Quality Management & Business Excellence

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Both science and those active within the societal entrepreneurship area need further knowledge and understanding about the phenomenon. By identifying and mapping out processes within societal entrepreneurship, opportunities to create knowledge and understanding are created. The purpose of this study has been to empirically study processes within societal entrepreneurship initiatives and compare them with a theoretical process map. The purpose has also been to confirm and develop this map. Three cases of societal entrepreneurship have been studied. Several data sources have been used to find activities and tasks within the initiatives. These have then been analysed using the process map. The empirical studies have confirmed and developed the theoretical process map that shows how societal value is crated within societal entrepreneurship. A process map of the societal entrepreneurship area that seems to cover general principles is presented.

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“…Therefore, service inventories, and in particular differentiated service inventories, can play a key role when (re)designing services. Ponsignon et al (2012) provide an excellent overview of papers that relate to service process design and compare and contrast findings from the operations management (OM) and BPM literatures. The authors suggest that although not all business process management principals may universally apply to different service contexts, two key principles in particular are almost universal: removing non-value-adding tasks and resequencing of tasks.…”

Section: Service Process Design and Service Inventorymentioning

confidence: 99%

Using Digital Service Inventories to Create Customer Value

Davis

Stavrulaki

2015

Service Science

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T echnology continues to affect today's businesses in general and services in particular. With the globalization of business, service organizations have access to many of the same external resources. As a result, services must look internally to how they design their delivery processes to increase the value of their offerings. One element that appears to offer such opportunities is the creation of service inventories in the design of the service delivery process. We define service inventory as any tangible or intangible operand resource that is transformed by the service provider with or without customer input and is stored prior to the customer's arrival. The goal of service inventories is to facilitate the steps in the service delivery process, thereby creating customer value during the service encounter. Within this context, service inventories can be either physical or digital; we focus primarily on the creation of digital service inventories and how they add value for both the provider and the customer.We introduce a framework that relates the degree of customer interaction and the degree of service inventory differentiation to operational "stickiness." Our objective is to acknowledge the increasing role of technology in the delivery of services, and we discuss how services can leverage this technology by incorporating service inventories into the design of their delivery processes. The resulting synergy from both increasing the level of customer interaction during the value cocreation process and creating service inventories (both of which are integral elements in our framework) provides firms with increased customer satisfaction and loyalty.

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Process design principles in service firms: Universal or context dependent? A literature review and new research directions

Cited by 17 publications

References 105 publications

Utilisation of business process models in managerial practice: An empirical study in Slovak companies certified to the ISO 9001 standard

Utilisation of business process models in managerial practice: An empirical study in Slovak companies certified to the ISO 9001 standard

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

Using Digital Service Inventories to Create Customer Value

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