The previous chapters gave an insightful introduction into the various facets of Business Process Management. We now share a rich understanding of the essential ideas behind designing and managing processes for organizational purposes. We have also learned about the various streams of research and development that have influenced contemporary BPM. As a matter of fact, BPM has become a holistic management discipline. As such, it requires that a plethora of facets needs to be addressed for its successful und sustainable application. This chapter provides a framework that consolidates and structures the essential factors that constitute BPM as a whole. Drawing from research in the field of maturity models, we suggest six core elements of BPM: strategic alignment, governance, methods, information technology, people, and culture. These six elements serve as the structure for this BPM Handbook.

The Six Core Elements of Business Process Management

From a process perspective, Business Process Management is regarded as a best practice management principle to help companies sustain competitive advantage. This paper reviews and examines the key concepts of Business Process Management and its effects on organizational performance. Process Alignment and People Involvement are two key concepts for successful implementation of Business Process Management. The purpose of this paper is to discuss how these two constructs affect organizational performance. A questionnaire was used to collect data; resulting in useful insights into the field of Business Process Management. This research contributes to a better understanding of the field of Business Process Management. The findings provide in-depth interpretation of previous studies regarding the relationship between the effects of alignment on organizational effectiveness. The results present evidence that Process Alignment and People Involvement are positively associated with organizational performan...

Business process management as competitive advantage: a review and empirical study

Organisations are increasingly focusing on their business processes to excel. Since the journey towards process excellence is challenging, various authors have proposed a business process maturity model (BPMM) to gradually improve maturity and capability. Nonetheless, a comprehensive definition for BPMM, maturity and capability is missing. Moreover, the differences between maturity and capability are frequently neglected. Therefore, this study elaborates on the lacking foundation. In particular, a thorough literature study is conducted to address three gaps regarding the BPMM scope, terminology and design. It reveals six basic BPMM components within a business process lifecycle (scope gap): (1) modelling, (2) deployment, (3) optimisation, (4) management, (5) culture, and (6) structure. Their overall growth refers to maturity, whereas the growth of an individual component includes capability (terminology gap). To increase its usability, a BPMM gives guidance on both assessing and improving business processes (design gap).The findings allow clear communication about BPMMs, and new models based on the identified components. This unambiguous understanding helps to avoid confusion and inappropriate assumptions in the business process literature. Future research will further validate the definitions by comparing BPMMs.

Defining business process maturity. A journey towards excellence

Although understanding the concept of organizational citizenship behaviors (OCBs) in a service context is important, very few studies have investigated what motivates frontline service employees to exhibit such behaviors. This study examines how high-involvement human resource (HR) practices influence affective commitment, which contributes to citizenship behaviors in service settings from the employees' point of view. Based on previous studies, this study proposed a conceptual model and hypothesized that five constructs of HR practices (i.e. recognition, empowerment, competence development, fair rewards, and information sharing) facilitate the development of frontline employees' affective commitment. This kind of organizational commitment in turn contributes to OCB (i.e. loyalty, participation, and service delivery). Data were collected from 172 contact employees of Taiwanese restaurants. The result indicated that high-involvement HR practices play an important role in determining contact employees' affe...

High-involvement human resource practices, affective commitment, and organizational citizenship behaviors

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