The digital future has many names—How business process management drives the digital transformation

Lederer, Matthias; Knapp, Juliane; Schott, Peter K.

doi:10.1109/icitm.2017.7917889

Cited by 36 publications

(15 citation statements)

References 22 publications

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“…Concerning information about Digital Transformation initiatives, leading success factors according to our case studies have been found in financial means, management support and employee competencies. Most drivers (in accordance with Lederer et al, 2017, Lichtenthaler et al, 2017Čorejová et al, 2016) stated by Digital Transformation experts can be categorized within (1) organizational, (2) customer and (3) technology driven initiatives, whereby the respective order corresponds to the frequency of driver appearances.…”

Section: Background Factors Of Digital Transformation Initiativesmentioning

confidence: 89%

“…Customer driven Digital Transformation is initiated by customers' new needs or desires and companies innovate products or services, or redesign them, in order to create an added value for all participants (Lichtenthaler et al, 2017). Technology driven DT is focused on business challenges and benefits which arise from properties of technology (Lederer et al, 2017). These drivers include Social Media Influence, Mobility, Need for analytics, Cloud and Internet of Things (SMACI) concept of Digital Transformation, explained by Betchoo (2016), as well as other technological drivers, mentioned already in the previous section.…”

Section: Digital Transformation Driversmentioning

confidence: 99%

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Understanding Digital Transformation Initiatives: Case Studies Analysis

Furjan

Tomičić-Pupek

Pihir

2020

Business Systems Research Journal

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Background: Complexity of the digital transformation (Digital Transformation) paradigm and its relation to the fourth technological revolution face companies with serious challenges when it comes to keeping up with the competition or becoming a leader in operating industries.Objectives: The goal of our research is to systematize, analyse and evaluate technological and business concepts of Digital Transformation, in order to identify and investigate Digital Transformation initiatives in Croatia.Methods/Approach: To accomplish this goal, we used a multiple-case study approach to gather data from experts who participated in successful Digital Transformation initiatives.Results: Questionnaires were developed and used to gather both, qualitative background and technology-business related data relevant for Digital Transformation initiatives’ success, discussed in the last part of the paper. The limitation of this study is a relatively small number of case studies (6), as well as its local coverage, resulting therefore with conclusions, which will serve as a base for future studies.Conclusions: There are several background, business, and technology-related concepts or factors relevant to Digital Transformation initiatives: profile and involvement of external Digital Transformation experts; the transformation drivers and expectations. In achieving most significant business concepts for business transformation, no single one right combination of technological concepts could be explicitly determined.

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Section: Background Factors Of Digital Transformation Initiativesmentioning

confidence: 89%

Section: Digital Transformation Driversmentioning

confidence: 99%

Understanding Digital Transformation Initiatives: Case Studies Analysis

Furjan

Tomičić-Pupek

Pihir

2020

Business Systems Research Journal

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“…In contrast, research seldom examines digitalization from the viewpoint of processes and activities in a work system [6,43,51]. Some authors investigate how organizations converted business activities into a digital format, e.g., through internet-enabled digitalization [6].…”

Section: Participantsmentioning

confidence: 99%

“…Some authors investigate how organizations converted business activities into a digital format, e.g., through internet-enabled digitalization [6]. Others describe disruptive trends that impact how processes and activities are performed [51]. One article describes a specific case of how digitalization can restructure a manufacturing process to improve efficiency, responsiveness, and reduce costs [43].…”

Section: Participantsmentioning

confidence: 99%

Digitalization of Work Systems—An Organizational Routines’ Perspective

Wolf¹,

Bartelheimer²,

Beverungen³

2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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Digitalization is a hypernym that denotes the ground-shifting impact IT artifacts have on organizations. The term implicitly refers to core topics in Information Systems research, which now enfolds at increasing magnitude, speed, and reach. However, digitalization often lacks explicit references to domestic theories, concepts, and constructs in the Information Systems literature. Fundamental mechanisms that constitute digitalization as an interplay of organizations and information systems remain unexplored. The purpose of this paper is twofold. First, based on extending extant theory on organizational routines, we propose four patterns that conceptualize digitalization mechanisms as an interplay of organizational routines and IT artifacts. Second, we demonstrate how more complex transformation trajectories of routines unfold, by concatenating our patterns to form transformation stories. On either level of abstraction, further research can build on the proposed patterns to theorize on how the interplay of IT artifacts and organizational routines constitutes the digitalization of work systems.

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“…Development of enterprise software systems is facing a big challenge to reengineer the business for digital business [1]. Since business process is the heart of enterprise software systems, the challenge goes to reengineer the business process under the following common situations: 1) An enterprise needs to reexamine its entire business process and software systems, and to align the business model, business process and software systems.…”

Section: Introductionmentioning

confidence: 99%

A Metamodel-Driven Business Process Modeling Methodology and Its Integrated Environment for Reusing Business Processes

Yamamoto¹,

Yamamoto²,

Ohashi³

et al. 2018

JSEA

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Reusing business process models and best practices can improve the productivity, quality and agility in the early development phases of enterprise software systems. To help developers reuse the business process models and best practices, we propose a methodology and an integrated environment for business process modeling driven by the metamodel. Furthermore, we propose a process-template design method to unify the granularity and separate the commonality and variability of business processes so that business process models can be reused across different enterprise software systems. The proposed methodology enables to create reuse-oriented business process templates before the business process modeling. To support the proposed methodology, we developed an integrated environment for creating, reusing and verifying the business process models. As the key techniques, we describe the methodology and its integrated environment, including a metamodel and notations. We applied the methodology and integrated environment to an actual enterprise software development project, and evaluated that the productivity of business process modeling is improved by at least 46%. As the conclusion, this paper contributes to prove the effectiveness of the meta-model driven business process modeling methodology for the reuse of business process models.

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The digital future has many names—How business process management drives the digital transformation

Cited by 36 publications

References 22 publications

Understanding Digital Transformation Initiatives: Case Studies Analysis

Understanding Digital Transformation Initiatives: Case Studies Analysis

Digitalization of Work Systems—An Organizational Routines’ Perspective

A Metamodel-Driven Business Process Modeling Methodology and Its Integrated Environment for Reusing Business Processes

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