The influence of BPM-supportive culture and individual process orientation on process conformance

Benraad, Minou; Özkan, Baris; Türetken, Oktay; Vanderfeesten, Irene

doi:10.1108/bpmj-08-2020-0363

Cited by 9 publications

(11 citation statements)

References 65 publications

(149 reference statements)

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“…BPM-Supporting Values. In addition to the strategic approach of BPM, recent studies have emphasized the importance of BPM-supportive values in organizations for successfully achieving process goals (Benraad et al, 2022;Hermkens et al, 2022). Examples of processoriented values are customer focus, excellence, responsibility, and teamwork (i.e., also known as CERT values), which have a proven positive impact on BPM success (Schmiedel et al, 2013).…”

Section: Business Processes and Bpmmentioning

confidence: 99%

“…While studies have been done on different people aspects of BPM (Benraad et al, 2022; Danilova, 2018; Harmon, 2007; Hermkens et al, 2022; Kratzer et al, 2019; Müller et al, 2016; Skrinjar & Trkman, 2013), most of them deal with management, organizational, and cultural perspectives. Few studies have been conducted to explore employee-related topics, such as the resistance to change among employees during BPM implementation, empowerment aspects of BPM, and employees’ perception of BPM (Mertens et al, 2011; Meyer & Schiffner, 2014; Pereira et al, 2019).…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

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Uncovering the Combined Impact of Process Characteristics and Reward Types on Employees’ Job Satisfaction: A European Quantitative Study

2023

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Organizations should constantly improve their business processes to increase performance while keeping employees satisfied. Therefore, human actors are considered a success factor in business process management (BPM) projects. This fact amplifies the impact of employees’ satisfaction on business process performance. Although several reward approaches exist, it remains unclear how they affect job satisfaction specifically in combination with certain process characteristics. To address this gap, we conducted a statistical analysis of survey data based on a representative European working conditions dataset. We applied two-way analysis of variance (ANOVA) and analysis of covariance (ANCOVA, i.e., controlled for organization size and sector) to explore the interaction effects. By looking at all possible combinations, we uncover how the presence or absence of specific pay modes and process-related aspects influence job satisfaction. Additionally, we reveal and discuss the joint effect of process characteristics and pay-for-performance types on job satisfaction. The results argue for a differentiated approach in pay-for-performance to obtain optimal reward solutions. Moreover, we advise for better strategic planning and facilitating successful BPM implementation.

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Section: Business Processes and Bpmmentioning

confidence: 99%

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

Uncovering the Combined Impact of Process Characteristics and Reward Types on Employees’ Job Satisfaction: A European Quantitative Study

2023

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“…Benraad et al (2022) explored the role of BMP-supportive culture (CUL) and individual process orientation (IPO) on process conformance. BPMsupportive culture influences individuals' attitudes and behaviours leading to an increase in IPO (Benraad et al, 2022). It influences individuals' standpoint in conforming to the specified process.…”

Section: The Role Of Technology and Soft Factorsmentioning

confidence: 99%

Improving the time-based performance of the preparatory stage in textile manufacturing process with value stream mapping

Hussain

Figueiredo

2023

BPMJ

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PurposeThe evaluation of time-based performance is a valued approach in the lean management thinking which is based on delivering value from customer's perspective. This approach contributes for long-term competitiveness and success in today's business environment. The focus of this study is to analyse the cycle time and manufacturing lead time with value stream mapping (VSM) in the preparatory stage of the textile fabric manufacturing process and to identify and improve the non-value adding activities in the value chain (VC). The study presents an insight on the translation of performance improvement across functions and how upstream supply chain (SC) segments can be linked in the performance improvement program. It also covers how the application of VSM improves visibility and planning flexibility in textile fabric manufacturing process.Design/methodology/approachThe time-based performance was evaluated using VSM and recording of the activity times in the existing process. The impact of the quality of supplier's raw material was also measured contributing to identify the strategy for procurement and the means to establish a feedback system to the upstream segments of the SC. The methodology of VSM, observation of the practice and the expertise of the individuals involved with the process were utilised to develop the value stream maps and to identify value adding activities, non-value adding activities, existing gaps and plans for improvement.FindingsThe means for improving the time-based performance were identified and their impact was measured. The factors responsible for improvement are related to the production system and with the procurement strategy. The improvement was achieved in terms of available capacity utilisation, balancing the work flow in the preparatory stages, visibility of the process by measuring its capability and flexibility for the planning function. The study revealed that the effectiveness and enhancement of VSM and related tools should be adopted to address the issue of limiting success rates of long term and repeating application of such tools. Continuous improvement, innovations and the systematic embedding of VSM in the process life cycle provide the ways for achieving long-term success.Research limitations/implicationsThe paper presents a real and in-depth study on the application of VSM in the textile manufacturing process. The scope of the study is broad; it covers activities across functions with actual estimates of activity times in the manufacturing process for the focused value streams. It offers researchers the opportunity to analyse the translation of productivity improvement across functions and how upstream SC segments can be linked in a performance improvement program.Practical implicationsThe study offers useful insight for the managers in textile manufacturing and other sectors for improving the time-based performance and achieving higher utilisation of capacity. It identified the production factors and their impact on warping and sizing cycle time in selected value streams and those which share common activities. It also identified the directions for future research when repeating the application of VSM in the continuous improvement cycle. Furthermore, since the industries need to progress towards advanced systems including Industry 4.0 standards, adoption of advanced VSM tool with relevant technology can align their production systems to develop the required capability. This will also bring a sustainable competitive advantage in the system.Social implicationsThe focused sector is stagnant in terms of productivity and innovation. The adoption of the advanced tools can facilitate the implementation of continuous improvement and innovation strategies.Originality/valueThe main focus of this study is to analyse and improve the cycle time in the preparatory stage of the fabric manufacturing process. This has impact on other important and tangible measures including capacity utilisation and work flow and intangible measures including production planning flexibility and process visibility. The improvement impact is across departments.

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“…Moreover, the organizational culturesuch as shared knowledge, values and beliefsis considered a strong determinant of BPM success. The organizational values of customer orientation and teamwork are also related to the success of a BPM initiative (Benraad et al, 2022). Establishing the right organizational culture is necessary for supporting the realization and maintenance of efficient and effective business processes (Turra et al, 2018).…”

Section: Business Process Managementmentioning

confidence: 99%

“…Moreover, the organizational culture – such as shared knowledge, values and beliefs – is considered a strong determinant of BPM success. The organizational values of customer orientation and teamwork are also related to the success of a BPM initiative (Benraad et al. , 2022).…”

Section: Introductionmentioning

confidence: 99%

A value chain development model for the public sector

Cardoso

Silva

Takagi

et al. 2022

BPMJ

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PurposeThe value chain is an essential management tool for the elaboration of strategic organizational planning. However, there are few published works providing methods for the development of value chains. This research aims to present a model to develop the value chain for the public sector.Design/methodology/approachAction research was used with case study in the evaluation step.FindingsThis research presents a model for value chain development along seven steps, covering data collection planning to the formalization of final product acceptance. The model suggests executing these seven steps in three iteration levels: operational, tactical and strategic. Through case studies, six practical insights were also highlighted in this work.Research limitations/implicationsGiven the absence of related work, one of the limitations is the lack of comparison with other methods of value chain development in the public sector.Originality/valueThere are practical guides to value chain development in the public sector; however, to the best of authors’ knowledge, such guides have not been developed using research methods. In the literature, no works provide details on how value chain can be developed in the public sector. In addition, the constraints of face-to-face contacts during the COVID-19 pandemic led the research team to conduct remotely the model's development and evaluation in the case studies. The model presents elements that enable value chain development without face-to-face contact between the execution team and public institution's stakeholders.

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The influence of BPM-supportive culture and individual process orientation on process conformance

Cited by 9 publications

References 65 publications

Uncovering the Combined Impact of Process Characteristics and Reward Types on Employees’ Job Satisfaction: A European Quantitative Study

Uncovering the Combined Impact of Process Characteristics and Reward Types on Employees’ Job Satisfaction: A European Quantitative Study

Improving the time-based performance of the preparatory stage in textile manufacturing process with value stream mapping

A value chain development model for the public sector

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