The Experts below are selected from a list of 74046 Experts worldwide ranked by ideXlab platform
William J. Kettinger - One of the best experts on this subject based on the ideXlab platform.
-
Business Process Change and organizational performance exploring an antecedent model
Journal of Management Information Systems, 2000Co-Authors: Subo Guha, William J. Kettinger, Varun Grover, James T C TengAbstract:Many organizations have undertaken major Business Process Change (BPC) initiatives over the past ten years. Earlier thinking on this topic indicated a significant role for information technology in these initiatives, while more recently the importance of Change management has been emphasized. This paper examines a model that proposes various antecedents to successful BPC. Three case studies with varying degrees of BPC project success are described in the context of this model, with the specific goal of determining facilitators and inhibitors to the success of these Change efforts. The results indicate that the successful project tended to have facilitators in all dimensions of the framework, including the Change environment, Process management, and Change management. The least successful project exhibited inhibitors primarily in the area of cultural readiness and Change management.
-
Process think winning perspectives for Business Change in the information age
1999Co-Authors: Varun Grover, William J. KettingerAbstract:Conducting Business Process Change - Recommendations from Studies of 25 Leading Approaches Strategies for Business Process Reengineering - Evidence from the Field Tactics for Managing Radical Change Initiating and Implementing Business Process Change - Lessons from Ten Years of Inquiry Business Process Change and Organizational Performance Methods for Business Process Reengineering Closing the Business Process Reengineering Gap - Using REAL Framework to Identify, Define and Understand Business Processes Basing an IS Structure on the Organization's Process Architecture Managing Information About Processes The New Waves of Business Process Redesign and IT in Demand/Supply Chain Management - Hard Choices for Senior Managers Enterprise Process Innovation - Strategies and Issues Reengineering Effectiveness and the Redesign of Organizational Control - a Case Study of the Inland Revenue Authority of Singapore The Impact of IOS-Enabled Business Process Change on Business Outcomes - Transformation of the Value Chain of Japan Airlines The Next 110010(2) Years Information Futures - Producer and Consumer Views Service - the Future The Futures of IT Management.
-
Business Process Change reengineering concepts methods and technologies
1998Co-Authors: Varun Grover, William J. KettingerAbstract:From the Book: This book was conceived during a period of tumultuous Change in the global Business environment. Corporations were undergoing massive restructuring. Global competition, sluggish economies and the potential offered by emerging technologies were pushing firms to fundamentally rethink their Business Processes. Prominent consultants seeking to provide solutions to these problems prescribed Business Process Reengineering (BPR) as a means to restructure aging bureaucratized Processes in an attempt to achieve the strategic objectives of increased efficiency, reduced costs, improved quality, and greater customer satisfaction. These consultants typically repackaged existing Change theories and techniques of organizational structure, technology, operations, quality, and human resources in a new and exciting synthesis directed at dramatic improvements in Business performance. BPR soon became the rage! Endless magazine articles heralded claims or tremendous payoffs resulting from Process Change. The popularity of BPR was in part fueled by claims of high pay-offs from early BPR projects. For example, Ford Motor Co. and ATT cut response time in half; and dramatically reduced defects. Other early reengineering success stories include: Hallmark's product development Process, Bell Atlantic's system billing Process, an similar examples at GE, IBM's Credit Corp., Capitol Holdings, Taco Bell, Wal-Mart, CIGNA RE, XEROX and Banc One. Ironically, while much has been discussed about BPR, most companies are still searching for theories and methods to better manage Business Process Change. Academics are also now beginning to recognize the need to study this phenomenon, but precious little has been published. Basic questions lack consistent answers: What does Process Change entail? What are key enablers of Process Change? Is there a Process Change methodology? What techniques and tools have been found to successfully model and redesign Business Processes? What is the role of information technology in this Change? What is the role of Information Systems personnel in changing Business Processes? What is the role of people empowerment and team-based management in Process Change? How do we best plan, organize and control Process Change efforts? Under what conditions will BPR be most effective? Answers to these questions are not easy, nor direct. Pondering these same questions from our "steamy southern" vantage point in the Summer of 1993, we recognized there was little impartial and scholarly analysis of this compelling management trend. A book idea was born!
-
Business Process Change: A Study of Methodologies, Techniques, and Tools
MIS Quarterly, 1997Co-Authors: William J. Kettinger, James T C Teng, Subashish GuhaAbstract:Growth in Business Process Reengineering (BPR) consulting services has led to a proliferation of methods for conducting BPR. Sifting through vendor promotional hype and identifying a set of techniques and tools that best meets a particular projectAEs needs can be a daunting task. This article investigates BPR Methods, Techniques, and Tools (MTTs) and places them within an empirically derived reference framework. A comprehensive picture of BPR emerges that includes MTTs that help in reengineering strategy, people, management, structure, and technology dimensions of Business Processes. A BPR planning approach for customizing this framework based on unique project characteristics is then offered to assist in selecting those BPR project activities and techniques to be emphasized. This flexible framework and comprehensive survey of commonly used BPR techniques and tools forms a knowledge base to improve Business Process Change practice and provides a basis for future BPR research.
-
special section toward a theory of Business Process Change management
Journal of Management Information Systems, 1995Co-Authors: William J. Kettinger, Varun GroverAbstract:William J. Kettinger is Director of the Center of Information Management and Technology Research at the University of South Carolina. Dr. Kettinger is also an Assistant Professor of MIS within the College of Business Administration where he teaches in the Masters of International Business Studies (MIBS) program and has served as Assistant Dean. He has over seventeen years of information systems consulting experience with such companies as IBM, NCR, Philips, AT&T, and numerous university and governmental organizations. He has been the principal investigator on several million dollars worth of grants and has recently been involved in a long-term project with AT&T GIS to investigate Business Process management and a BPM software and service strategy. His current research focuses on Business Process management, competitive intelligence and knowledge management, IS service quality, network-based communications and electronic commerce. He has published extensively in such journals as Journal of Management Information Systems, MIS Quarterly, Decision Sciences, Public Administrative Review, Data Base, Information & Management, Information Systems Management and Journal of Systems Management. His latest co-edited book is Business Process Change: Reengineering Concepts, Methods and Technologies. He received his Ph.D. and an M.S. from the University of South Carolina and an M.P.A. from the University of Massachusetts at Amherst. He is a member of TIMS, SIM, DSI, and AIS.
Varun Grover - One of the best experts on this subject based on the ideXlab platform.
-
Business Process Change and organizational performance exploring an antecedent model
Journal of Management Information Systems, 2000Co-Authors: Subo Guha, William J. Kettinger, Varun Grover, James T C TengAbstract:Many organizations have undertaken major Business Process Change (BPC) initiatives over the past ten years. Earlier thinking on this topic indicated a significant role for information technology in these initiatives, while more recently the importance of Change management has been emphasized. This paper examines a model that proposes various antecedents to successful BPC. Three case studies with varying degrees of BPC project success are described in the context of this model, with the specific goal of determining facilitators and inhibitors to the success of these Change efforts. The results indicate that the successful project tended to have facilitators in all dimensions of the framework, including the Change environment, Process management, and Change management. The least successful project exhibited inhibitors primarily in the area of cultural readiness and Change management.
-
Process think winning perspectives for Business Change in the information age
1999Co-Authors: Varun Grover, William J. KettingerAbstract:Conducting Business Process Change - Recommendations from Studies of 25 Leading Approaches Strategies for Business Process Reengineering - Evidence from the Field Tactics for Managing Radical Change Initiating and Implementing Business Process Change - Lessons from Ten Years of Inquiry Business Process Change and Organizational Performance Methods for Business Process Reengineering Closing the Business Process Reengineering Gap - Using REAL Framework to Identify, Define and Understand Business Processes Basing an IS Structure on the Organization's Process Architecture Managing Information About Processes The New Waves of Business Process Redesign and IT in Demand/Supply Chain Management - Hard Choices for Senior Managers Enterprise Process Innovation - Strategies and Issues Reengineering Effectiveness and the Redesign of Organizational Control - a Case Study of the Inland Revenue Authority of Singapore The Impact of IOS-Enabled Business Process Change on Business Outcomes - Transformation of the Value Chain of Japan Airlines The Next 110010(2) Years Information Futures - Producer and Consumer Views Service - the Future The Futures of IT Management.
-
from Business reengineering to Business Process Change management a longitudinal study of trends and practices
IEEE Transactions on Engineering Management, 1999Co-Authors: Varun GroverAbstract:Business Process reengineering has been prominently discussed and implemented in a large number of firms around the world. While the notion of radical Change is intuitively appealing to "fix" organizational woes, it has not always met with the degree of success originally claimed by its many proponents. This article studies the evolution of the reengineering concept and its evolution toward the broader notion of Process Change management. Reported here are the results of two studies that explore reengineering from a project implementation perspective and an organizational perspective at two different points in time. The results show remarkable consistency in the importance of nontechnology management issues concerning strategy, Change and people. Further, the notion of continuous Change seems to be becoming,more important. The study provides a foundation for identifying key variables that can be studied in order to effectively manage this multifaceted phenomenon.
-
the influence of information technology diffusion and Business Process Change on perceived productivity the is executive s perspective
Information & Management, 1998Co-Authors: Varun Grover, James T C Teng, Albert H Segars, Kirk FiedlerAbstract:Abstract A hallmark of the emerging `information age' is the dramatic rise in expenditures by modern Business enterprises on information technologies (IT). On account of these investments, senior managers anticipate gains in productivity, which are commensurate with the cost of modern IT and Information Systems. While the evolving capabilities of emerging IT are evident, the association between technological diffusion and increased productivity has not been readily demonstrated in terms of corporate repositioning or scholarly research findings. One possible source of this paradox is the absence or presence of Business Process Redesign in positioning the organization to assimilate and leverage technological innovation. This study empirically examines the nature and magnitude of relationships between IT diffusion, perceived productivity improvement, and Process redesign. The findings suggest that Process redesign and IT have a complex relationship with productivity, and that these can be represented by a mediating or moderating model for different technologies. The data, while exploratory, do suggest alternate ways to examine the productivity paradox.
-
Business Process Change reengineering concepts methods and technologies
1998Co-Authors: Varun Grover, William J. KettingerAbstract:From the Book: This book was conceived during a period of tumultuous Change in the global Business environment. Corporations were undergoing massive restructuring. Global competition, sluggish economies and the potential offered by emerging technologies were pushing firms to fundamentally rethink their Business Processes. Prominent consultants seeking to provide solutions to these problems prescribed Business Process Reengineering (BPR) as a means to restructure aging bureaucratized Processes in an attempt to achieve the strategic objectives of increased efficiency, reduced costs, improved quality, and greater customer satisfaction. These consultants typically repackaged existing Change theories and techniques of organizational structure, technology, operations, quality, and human resources in a new and exciting synthesis directed at dramatic improvements in Business performance. BPR soon became the rage! Endless magazine articles heralded claims or tremendous payoffs resulting from Process Change. The popularity of BPR was in part fueled by claims of high pay-offs from early BPR projects. For example, Ford Motor Co. and ATT cut response time in half; and dramatically reduced defects. Other early reengineering success stories include: Hallmark's product development Process, Bell Atlantic's system billing Process, an similar examples at GE, IBM's Credit Corp., Capitol Holdings, Taco Bell, Wal-Mart, CIGNA RE, XEROX and Banc One. Ironically, while much has been discussed about BPR, most companies are still searching for theories and methods to better manage Business Process Change. Academics are also now beginning to recognize the need to study this phenomenon, but precious little has been published. Basic questions lack consistent answers: What does Process Change entail? What are key enablers of Process Change? Is there a Process Change methodology? What techniques and tools have been found to successfully model and redesign Business Processes? What is the role of information technology in this Change? What is the role of Information Systems personnel in changing Business Processes? What is the role of people empowerment and team-based management in Process Change? How do we best plan, organize and control Process Change efforts? Under what conditions will BPR be most effective? Answers to these questions are not easy, nor direct. Pondering these same questions from our "steamy southern" vantage point in the Summer of 1993, we recognized there was little impartial and scholarly analysis of this compelling management trend. A book idea was born!
Helmut Krcmar - One of the best experts on this subject based on the ideXlab platform.
-
Teaching the Digital Transformation of Business Processes: Design of a Simulation Game of Business Process Change
2021 IEEE Global Engineering Education Conference (EDUCON), 2021Co-Authors: Borys Levkovskyi, Matthias Utesch, Vanessa Laurim, Bilgenur Kayaci, Henryk Mustroph, Helmut KrcmarAbstract:The impact of digital transformation (DT) on the Business Processes within the context of education is an issue that should be addressed when preparing the future workforce. It is necessary to emphasize the effects of digital technologies on Business Processes so that students can come prepared for their future working places. Simulation games are proven to be a valid method of teaching these concepts. On the other hand, topics like sustainability or environmental friendliness are also gaining more attention during last years. These factors are even considered among the DT drivers. However, the existing games, aimed at teaching DT, often bypass these concepts with their attention. Our paper aims at closing this gap by extending a game that simulates the manufacturing Process of a bike producer, undergoing servitization, by integrating, sustainability, regionality, and ecological factor into its simulation model. By taking the role of the Process manager, players guide their company through various Process steps in several rounds and compete against other teams. At the end of each round teams are compared based on their financial success, with balancing out the ecological factor being an essential part of the strategy. Evaluation of our game shows that this approach contributes to a better understanding of both effective Process management under DT as well as sustainability, regionality, and environmental friendliness concepts by the target audience.
-
Teaching Methods for Simulation Games: The Example of Learning Business Process Change
2019 IEEE Global Engineering Education Conference (EDUCON), 2019Co-Authors: Alexander Löffler, Matthias Utesch, Debora Jacoby, Nilüfer Faizan, Harald Kienegger, Helmut KrcmarAbstract:Business Process Change (BPC), aiming at improving the core competencies of a company, is a highly relevant topic in a rapidly changing Business environment. Trends such as the digital transformation require companies to transform their Business Processes and may even lead to complete Changes in how they operate. To prepare students for their future working environment, teaching BPC is an important topic for education in Information Systems, Computer Science, and Engineering. For this, simulation games provide a useful approach to provide students with more practical experience. To increase the learning outcomes of such games, different teaching methods can be used as part of them. However, previous research is lacking concrete insights which effects the different methods have when using them with simulation games. Therefore, the goal of this paper is to analyze different teaching methods for simulation games and to evaluate their effectiveness on the example of a game for learning BPC. First, we conduct a literature review on teaching methods and investigate whether they are suitable for teaching BPC. Afterwards, we develop a teaching concept for the simulation game using different methods such as experiential or case-based learning. Finally, we evaluate our teaching concept with 36 students from an upper vocational school and show the effectiveness of different methods when used as part of simulation games. Thereby, we contribute to the theory of teaching methods for simulation games and to practice by providing guidelines for teaching the topic of BPC using a simulation game.
-
emergent risks in Business Process Change projects
Business Process Management Journal, 2016Co-Authors: Marlen Jurisch, Zuzana Rosenberg, Helmut KrcmarAbstract:Purpose – Even today still many Business Process Change (BPC) initiatives fail and cause high overruns for organizations undergoing BPC initiatives. It is therefore important that BPC practitioners and researchers understand the risks inherent in BPC projects, and that they adapt their risk management Processes to account for and mitigate these risks. Thus, the purpose of this paper is to investigate which emergent risks matter in BPC project. Design/methodology/approach – The authors adopted case survey methodology and investigated data from 130 case studies to show the nature and magnitude of relationships between organizational support risks, volatility risks, and BPC project and Process performance. Findings – The results show that organizational support risks influence both the overall BPC project performance and Process performance. Whereas, volatility risks influence project performance but appear to have no direct impact on the Process performance. Both organizational support risks and volatility ...
-
a system dynamics model for Business Process Change projects
International Conference of the System Dynamics Society, 2015Co-Authors: Zuzana Rosenberg, Tobias Riasanow, Helmut KrcmarAbstract:At present, companies are confronted with a rapidly changing environment that is characterized by high market pressure and technological development, which results in shorter delivery times, lower development costs, and increasingly complex Business Processes. Companies must be continuously prepared to adapt to Changes to remain competitive and profitable. Thus, many companies are undergoing significant Business Process Change (BPC) to increase Business Process flexibility and enhance their performance. Various researchers have advanced the domain of BPC over the last twenty years, proposing several managerial concepts, principles, and guidelines for BPC. However, many BPC projects still fail. BPC is seen as a complex endeavor, and its decisions are shaped by many dynamic and interacting factors that are difficult to predict. Thus, this paper proposes a system dynamics simulation model that conveys the complex relationships between important constructs in BPC. The resulting model is based on results compiled from 130 BPC case studies. BPC researchers can use the proposed model as a starting point for analyzing and understanding BPC decisions under different policy Changes. Practitioners will obtain a ready-to-use simulation model to make various BPC decisions.
-
which capabilities matter for successful Business Process Change
Business Process Management Journal, 2014Co-Authors: Marlen Jurisch, Wolfgang Palka, Petra Wolf, Helmut KrcmarAbstract:Purpose – Business Process Change (BPC) initiatives are complex endeavors, which require many different sets of capabilities from the organization (e.g. IT, Change management, project management capabilities). This study aims to examine which capabilities matter for successful BPC. Design/methodology/approach – The paper posits that a structured analysis of case studies will help in identifying the capabilities relevant for BPC. Against this background, the paper adopted a case survey methodology, which combines the richness of case studies with the benefit of analyzing large quantities of data. The paper identified and analyzed 130 case studies reporting the past BPC project experiences. Findings – The results show that project management, Change management and IT capabilities have a positive impact on BPC project performance. IT capabilities also have a positive impact on the final Process performance. Thus, IT capabilities matter for both BPC project and Process performance. Research limitations/implic...
Marlen Jurisch - One of the best experts on this subject based on the ideXlab platform.
-
emergent risks in Business Process Change projects
Business Process Management Journal, 2016Co-Authors: Marlen Jurisch, Zuzana Rosenberg, Helmut KrcmarAbstract:Purpose – Even today still many Business Process Change (BPC) initiatives fail and cause high overruns for organizations undergoing BPC initiatives. It is therefore important that BPC practitioners and researchers understand the risks inherent in BPC projects, and that they adapt their risk management Processes to account for and mitigate these risks. Thus, the purpose of this paper is to investigate which emergent risks matter in BPC project. Design/methodology/approach – The authors adopted case survey methodology and investigated data from 130 case studies to show the nature and magnitude of relationships between organizational support risks, volatility risks, and BPC project and Process performance. Findings – The results show that organizational support risks influence both the overall BPC project performance and Process performance. Whereas, volatility risks influence project performance but appear to have no direct impact on the Process performance. Both organizational support risks and volatility ...
-
which capabilities matter for successful Business Process Change
Business Process Management Journal, 2014Co-Authors: Marlen Jurisch, Wolfgang Palka, Petra Wolf, Helmut KrcmarAbstract:Purpose – Business Process Change (BPC) initiatives are complex endeavors, which require many different sets of capabilities from the organization (e.g. IT, Change management, project management capabilities). This study aims to examine which capabilities matter for successful BPC. Design/methodology/approach – The paper posits that a structured analysis of case studies will help in identifying the capabilities relevant for BPC. Against this background, the paper adopted a case survey methodology, which combines the richness of case studies with the benefit of analyzing large quantities of data. The paper identified and analyzed 130 case studies reporting the past BPC project experiences. Findings – The results show that project management, Change management and IT capabilities have a positive impact on BPC project performance. IT capabilities also have a positive impact on the final Process performance. Thus, IT capabilities matter for both BPC project and Process performance. Research limitations/implic...
-
using case survey methodology to extract variables and causal links an example from studying Business Process Change
Proceedings of the 32nd International Conference of the System Dynamics Society, 2014Co-Authors: Zuzana Rosenberg, Marlen Jurisch, Michael Schermann, Helmut KrcmarAbstract:Business Process Change (BPC) projects are complex initiatives with many interrelated factors that still cause unforeseen delays and even cancellations. While research on BPC provides useful insights into successes and failures of BPC projects, we argue that these insights remain rather fragmented. We present a multi-method approach to create a coherent picture by extracting variables and causal links within BPC projects. We do so by adopting case survey methodology and causal loop diagrams. We show the usefulness of this approach by analyzing and consolidating insights of 130 BPC case studies. We make two main contributions: (1) we show the potential of system dynamics in BPC research by integrating the fragmented research on BPC to achieve more coherent picture, and (2) we contribute to the literature on qualitative methods used in system dynamics, as we propose to use case survey methodology for developing causal loop diagrams.
-
key differences of private and public sector Business Process Change
E-service Journal, 2013Co-Authors: Marlen Jurisch, Petra Wolf, Christian Ikas, Helmut KrcmarAbstract:The public sector is subject to constant Changes. In order to tackle the current financial, social, and political challenges, public sector organizations all over the world need to rethink, adapt, and Change their underlying service Processes. Prompted by these challenges public managers have turned to the private sector for solutions. By facilitating resource efficiency and allowing for a more straightforward way of service provision, Business Process Change (BPC) assumes a leading role in the transformation of public administrations. Yet, in the past decades many BPC projects both in private and in public have failed to realize their objectives. However, the public sector should not only learn from its own failures, but also from the mistakes made in private sector BPC implementations. A huge amount of case studies exist on the topic of BPC which provide comprehensive reviews of past failures and successes. So far, this rich pool of knowledge has remained unexploited. This paper identifies the main differences between private and public sector BPC implementations as reported in 128 case studies. Based on this meta-case analysis, we juxtapose current consensuses as well as contentious issues.
-
consolidating findings from Business Process Change case studies using system dynamics the example of employee morale
Knowledge Management & E-Learning: An International Journal, 2012Co-Authors: Zuzana Kristekova, Marlen Jurisch, Michael Schermann, Helmut KrcmarAbstract:In this paper, we explore system dynamics as a useful approach to consolidate findings from case studies on Business Process Change (BPC) projects. We compile data from 65 BPC case studies to develop a system dynamics simulation model that helps us to investigate ‘employee morale’ as an important construct in BPC projects. We show that such simulation models consolidate the complex and often non-linear findings from BPC case studies in a way that makes it available to discourse among researchers, lecturers and students as well as BPC professionals. Thus, this paper contributes to knowledge management and learning by suggesting system dynamics as a valuable approach to illustrate and convey the complex relationships between important constructs in BPC. This paper also contributes to the domain of Business Process management by demonstrating the benefits of system dynamics as a way to review and consolidate the abundance of BPC case studies. https://doi.org/10.34105/j.kmel.2012.04.034
Sukho Kang - One of the best experts on this subject based on the ideXlab platform.
-
a version management method for managing Business Process Changes based on version stamped Business Process Change patterns
International Conference on Innovative Computing Information and Control, 2008Co-Authors: Sukho KangAbstract:This paper presents an efficient version management method for BPM systems based on Business Process Change patterns and the version stamp method. In managing Business Processes in a dynamic Business environment, a proper Process version management method for handling multiple coexisting versions of a Business Process is required. However, the traditional delta method for Business Process version management could not cope with the structural Changes of a Business Process flexibly. The version management method proposed in this paper enables BPM systems to deal with dynamic situations more flexibly. Also, it contributes to increasing activity reusability by using the concept of activity pool.
