This paper aims to extend the topics from a 2007 paper to stimulate debate on strategic issues vital for the long-term success of supply chains (SCs). The authors upgraded from SC process modelling towards SC business model management; from information to knowledge transfer and from the maturity of SC to dynamic capabilities. The paper attempts to identify and connect the elements of SC business model and the key issues for development of dynamic capabilities to enable future redesign of business models. The paper develops two frameworks showing the elements of an SC business model and the interconnection of those elements and dynamic capabilities. The use of these frameworks is demonstrated in a case study of Post of Slovenia. The case uses both primary and secondary data gathered from interviews, publicly accessible articles and internal reports. An SC should develop the elements of its business model in such a way that it will be able to continually change its existing or add a new business model from the AS-IS state to a currently unpredictable “TO-BE” state as a response to currently unknown changes in its business model. The selection of the elements in the frameworks is partly arbitrary. A single case study was conducted. SCs should not simply focus on improving the maturity/efficiency of current processes but can use the findings to carefully design their current business model and develop dynamic capabilities for future changes. This paper summarises and extends the recent literature through the dynamic capabilities approach and business model management and proposes two frameworks and identifies topics relevant for future development of the SCM field.
COBISS.SI-ID: 22809574
The purpose of this paper is to argue that in order to achieve customer centricity through business process management (BPM), companies have to obtain the profound understanding of customers’ processes and when necessary change not only the interactions with but also the processes of their customers. A method is presented that allows doing this in a systematic manner. A case study of a large multinational company was conducted. Several different sources and methods were used, including document analysis, interviews and a qualitative analysis of responses to open-ended questions. Data were gathered at three points in time: before, during and after the implementation of the presented approach. The method that was successfully employed by the case organisation consisted of combining BPM with service blueprinting, and of extending these efforts by integrating the customers’ internal processes into the scope of improvement. The paper does not thoroughly evaluate the long-term effects of the proposed approach. Some results of the case study analysis had to be excluded from this paper due to reasons of confidentiality. The paper presents an approach for organisations to not only understand the needs of their customers but also the way in which their product is used in customers’ processes. In this way BPM can be implemented in a truly customer-oriented way. This paper extends previous work by presenting one way in which BPM can follow up on its promise of increasing an organisations customer orientation. While servitisation has received a lot of attention in various disciplines, its application within BPM research and practice has been scarce.
COBISS.SI-ID: 22497766
Many change efforts fail because change agents underestimate the importance of the individual nature of organizational change and researchers often only study very generic critical success factors. For an organization to deal with change, alterations in various design factors (e.g. technology, structures, or systems) will not be enough. The individual commitment to change depends heavily on the attitudes, openness and motivation to change of its employees. Nevertheless, an investigation of these individual factors per se is insufficient as other members of the organization may importantly influence the individual employee’s affective, continuance and normative commitment to change. Previous organizational change studies link employees’ change uncertainty to commitment to change. It is therefore essential for organizations implementing change to better understand employees’ reactions to change uncertainty in order to manage their commitment more effectively. When deliberating about being “in” or “out”, employees consider both their own beliefs and the actions and choices of others when making a decision. In the context of BPM acceptance, the latter is captured by the concept of herd behavior, which reflects the degree to which one follows the actions of others when adopting BPM. Herd behavior has been recently emphasized as an important phenomenon vastly impacting the adoption of new practices within organizations. The primary focus of this research project is to introduce herd behavior as a mediating mechanism transforming employees’ change uncertainty concerns in relation to their commitment to proposed organizational change. To this end, we aimed to develop a conceptual model that links various types of employee change uncertainty (i.e. strategic, structural, and job-related) with herd behavior concepts (i.e. discounting own information and imitating others) and, in turn, their relationship with three forms of employee commitment (i.e., affective commitment, continuance commitment, and normative commitment) during organizational change implementation.
COBISS.SI-ID: 23162598
The rise in popularity of the behavioral operations management field has resulted in several attempts to clearly establish this multidisciplinary field. Given the divergent views of what the field actually includes, this paper attempts to contribute to an ongoing debate about the current state of the field as a research field and its future development. The paper uses Lakatos’ view that suggests that instead of individual theories, scientific progress should be viewed in the context of research programs, which consist of the hard core and the protective belt. To identify subfields, the paper combines the literature review with a co-citation network analysis of the behavioral operations management field between 1957 and 2015. Six clusters are identified. The Domain base cluster represents the hard core of the field, while five other clusters (Newsvendor, Bullwhip and inventory optimization, Social goals, Supplier relationship, and Organizational behavior) represent its protective belt. In addition to the exploration of existing clusters, the analysis in the paper offers an excellent starting point to identify and position further research questions. A study like this is easily replicable and enables following the evolution of the field.
Business process management (BPM) has received much focus throughout the years, yet there have been calls questioning the future of BPM. This paper aims to explore the current state of the field through a dynamic literature review and identify the main challenges for its future development. A dynamic co-citation network analysis identifies the “evolution” of knowledge of BPM and the most influencing works. The results present the developed subthemes of BPM in the form of clusters. The focus within the field has shifted from facilitating wide-ranging business performance improvements to creating introverted optimizations within a particular BPM subgroup. The BPM field has thus experienced strong fragmentation throughout the years and has accrued into self-fueling subareas of BPM research such as business process modeling and workflow management. Those subareas often neglect related disciplines in other management, process modeling, and organizational improvement fields. Research limitations/implications The study is limited by the initial keyword choice of the authors. The subsequent co-citation analysis ameliorates the subjectivity since it produces a dataset of papers and contributions based on references. A new combination of historical development and state-of-the-art of the BPM field, by employing a co-citation and cluster analysis. This dynamic literature review presents the current state of the theoretical core and attempts to identify the crossroads that BPM has reached. The study can be replicated in the future to the track the changes in the field.