The effectiveness of workflow management systems: A longitudinal study

2016 | International Journal of Information Management | Citations: 2

Authors: Reijers, H.A.; Vanderfeesten, I.; van der Aalst, W.M.P.

Abstract: a b s t r a c tWorkflow management systems coordinate and allocate work through ... Expand

Abstract: a b s t r a c tWorkflow management systems coordinate and allocate work through the various stages of executing business processes. The benefits of such systems appear pervasive, but no hard data is available that confirms that their implementation improves organizational performance. In part, this is due to the difficulty of measuring the effects of enterprise-wide initiatives in general. In this paper, the results are presented of a longitudinal, multi-case study into the effectiveness of workflow management technology. The study builds on a novel methodology that combines field work and computer simulations. Through its application, the contribution of this technology to conduct business processes faster and with less effort could be quantitatively assessed. Surprisingly, only a fraction of the projects that were followed in this longitudinal study led to a fully operational implementation of a workflow management system at all. Even so, in most of the projects where such a system was introduced this resulted in substantial improvements. We present success and fail factors for the implementation of this technology within organizations, which we inferred from a follow-up analysis. The novel methodology presented in this paper is thought to be of value to track the performance effects of introducing other technologies or organization concepts as well. Collapse

Topics: business process management system business process management authorization process mining organizational productivity

Methods: simulation business process modeling qualitative interview longitudinal research literature study

Supporting performance management with business process management and business intelligence: A case analysis of integration and orchestration

2013 | International Journal of Information Management | Citations: 5

Authors: Vukšić, Vesna Bosilj; Bach, Mirjana Pejić; Popovič, Aleš

Abstract: a b s t r a c tThe case(s) demonstrates the importance of business process mana ... Expand

Abstract: a b s t r a c tThe case(s) demonstrates the importance of business process management (BPM) and business intelligence systems (BIS) in achieving better firm performance. It has been well documented in the literature that research on the effectively usage and combination of knowledge from BPM and BIS in turbulent service environments is limited. In response, we conduct an exploratory comparative case study of four firms in banking and telecommunication industries that have implemented BPM initiative and BIS solution. Our results firstly highlight that actual results of applying BPM and BIS differ greatly from the results that were originally planned. Secondly, we find that BIS initiatives are usually driven by improving marketing and sales, while BPM initiatives are driven by improving business processes. Thirdly, we identify that there is a lack of strong commitment to using both systems for supporting performance management. Collapse

Topics: communication service infrastructure business process management business process management system organizational productivity decision making

Methods: case study qualitative interview personal interview survey survey design

Negotiating Strategic Business Value of BPM Systems: A Balanced Scorecard Approach

2005 | Americas Conference on Information Systems | Citations: 4

Authors: Jain, Radhika; Ramesh, Balasubramaniam

Abstract: There has been a growing interest in how Business Process Management (BPM) initi ... Expand

Abstract: There has been a growing interest in how Business Process Management (BPM) initiatives can be used to improve competitive advantage of organizations. Discussion in the current literature is often centered on how operational efficiencies can be gained by the implementation of BPM initiatives. However, to fully realize the strategic opportunities made possible with BPM, it is necessary to take an approach that evaluates BPM not only on the financial aspects, but also on other intangible/ non-financial aspects. In this paper, we demonstrate how the balanced scorecard approach can be used for negotiating strategic business value of business process management initiatives to gain support from the various stakeholders. Collapse

Topics: balanced scorecard business process management business process management system innovation management IT investment