Systematic approach for the gap analysis of business processes

Juan, Yeh‐Chun; Ouyang, Cheng

doi:10.1080/00207540310001631223

Cited by 19 publications

(12 citation statements)

References 13 publications

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“…Hill et al (2002, 197) note that "a review of the reengineering and service process design literatures finds thousands of 'how-to' managerial articles and company testimonials, but surprisingly few articles published in academic journals". Whilst scholars have recently expended significant efforts to develop methodologies and roadmaps for conducting process improvement projects (Cottyn et al 2011;Dassisti 2010;Aurich et al 2009;Juan and Ou-Yang 2004), few empirical studies focus on the practices of process improvement used by organisations (Reijers and Liman Mansar 2005;Ayhan et al 2013). As a result, this organisational activity remains more art than science (Liman Mansar and Reijers 2007).…”

Section: Introductionmentioning

confidence: 99%

Four archetypes of process improvement: a Q-methodological study

Ponsignon

Maull

Smart

2013

International Journal of Production Research

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This paper explores the process improvement approaches of organisations. It seeks to identify process redesign principles and the combinations of these principles that are used successfully in industry. We use Q-methodology to explore the viewpoints of a range of highly-experienced process experts about the success of 16 improvement practices. Qmethodology enables the examination of the similarities and differences in the success of the improvement principles used by organisations in order to inform archetypes of process improvement. Overall, our findings suggest that process improvement is determined through the application of two foundational principles combined with one of four archetypes. 'Remove non-value-adding tasks' and 're-sequence tasks' are described as foundational principles of process improvement, whilst outsourcing needs to be approached with caution. Furthermore, we articulate four distinctive archetypes comprising unique configurations of improvement principles that can be used to redesign operational processes. Based on this evidence we propose a typology of process improvement. This work suggests that rather than adopting generic improvement frameworks, managers should consult the typology to determine the archetype in closest proximity to their specific requirements. This study has several limitations including the small number of items populating the concourse and the fact that implementation problems are not taken into account.

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Section: Introductionmentioning

confidence: 99%

Four archetypes of process improvement: a Q-methodological study

Ponsignon

Maull

Smart

2013

International Journal of Production Research

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“…The EPC [62] and eEPC [63,64] are widely used due to their simplicity and can be employed to illustrate the workflow of the information system as a chain of events and functions. One of the main reasons it has become so popular in practical business applications is because [41] the leading ERP vendor, SAP AG, uses it for representing R/3 processes, and it has developed many analytical techniques for business process reengineering (BPR).…”

Section: Bridging Process Design Gapmentioning

confidence: 99%

Enhancing conflict detecting mechanism for Web Services composition: A business process flow model transformation approach

Huang

Chu

et al. 2008

Information and Software Technology

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“…The software teams we looked at were distributed across Ireland, the U.S., China and India. We took the concept of a gap analysis from marketing research [5] and applied it to measuring cultural gaps. For each team member we asked each set of concept questions in two ways and calculated the gap between the answers.…”

Section: Measuring Temporal Perception's Impactmentioning

confidence: 99%

“…We have taken the temporal norms or temporal cultural descriptions discussed by Hall [3], Garfinkel [2] and Zurubavel [5] and created a set of approximately 100 questions that a set of social scientists felt represented the underlying concepts of these descriptions. We then tested these questions via individual interviewing on individuals representing the cultural groups that we planned to distribute our questionnaire to.…”

Section: Culturally-based Temporal Perceptionsmentioning

confidence: 99%

How Urgent is Urgent? The Impact of Culturally-Based Temporal Perceptions on Virtual Teams

Egan

Tremaine

Fjermestad

et al. 2009

2009 Fourth IEEE International Conference on Global Software Engineering

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In this poster, we present the results from a survey and interviews conducted on global software teams working in Ireland, the US, China and India. Our survey and semistructured interviews investigated the effect of culturallybased time differences between non-collocated team members. An analysis of the survey data found that differences in temporal urgency, that is, the general sense a person has that time is running short and one has to hurry, significantly lowered the communication quality of teams which, in turn, negatively affected both the trust and satisfaction of the team members. The follow-up interviews corroborated these results and provided a picture of cultures with a high sense of urgency working more effectively with each other. Overall, our work suggests that although virtual team members belong to a single corporate culture, there is an overriding influence of their nation's sense of time which affects cross-cultural interactions

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Systematic approach for the gap analysis of business processes

Cited by 19 publications

References 13 publications

Four archetypes of process improvement: a Q-methodological study

Four archetypes of process improvement: a Q-methodological study

Enhancing conflict detecting mechanism for Web Services composition: A business process flow model transformation approach

How Urgent is Urgent? The Impact of Culturally-Based Temporal Perceptions on Virtual Teams

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