When organizations start to digitize, this often means that processes will be changed. The management paradigm that is centered on the continues review and improvement of organizational processes is Business Process Management (BPM). To digitize processes, an organization should have the right competences to deal with both technological and process changes. However, currently, it is not known which competences are needed by leaders to guide an organization with digital process transformation initiatives. Hence, this paper consists of an explorative study based on interviews with five experts to find out if and how the competences related to digital leadership can guide such initiatives. The experts are employees within five different organizations. The interviews showed some interesting results. First of all, several competences of digital leadership were mentioned by various experts. Many of these competences corresponded with each other. In the interviews, the following competences of digital leadership were mentioned most often: Collaboration, Self-direction, Lifelong learning, and Flexibility. Secondly, there are many approaches to gain insight into processes within organizations. The use of models is necessary to create added value, to help coordinate information provision between the processes and the people who work for the organization. One such approach is the use of Business Process Management Maturity models, which provide insight into the process maturity level of an organization. According to the respondents, there is a relationship between BPM maturity and digital leadership.
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Expectations are high for digital technologies to address sustainability related challenges. While research into such applications and the twin transformation is growing rapidly, insights in the actual daily practices of digital sustainability within organizations is lacking. This is problematic as the contributions of digital tools to sustainability goals gain shape in organizational practices. To bridge this gap, we develop a theoretical perspective on digital sustainability practices based on practice theory, with an emphasis on the concept of sociomateriality. We argue that connecting meanings related to sustainability with digital technologies is essential to establish beneficial practices. Next, we contend that the meaning of sustainability is contextspecific, which calls for a local meaning making process. Based on our theoretical exploration we develop an empirical research agenda.
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From the article: The ‘Axiomatic Design Methodology’ uses ‘Axioms’ that cannot be proven nor derived from physical phenomena. The axioms serve as guidelines for the design process of products and systems. The latest contribution was the addition of the ‘Complexity Axiom’ in 1999. However, the underlying theory of complexity did not get much traction by designers and their managers yet. It emphasises difficulties in the design, not primarily focussing on solutions. The ‘Theory of Complexity’ is converted to a ‘Theory of Maturity’ in this paper. It is supported with a graphical way to plot maturity as it develops. It visualises the results in a way that can be understood by all entities in a company, engineers, managers, and executives. Understanding the maturity of a system enables selection of the right measures to control it. Visualisation enables communication between the interacting parties. If successful development trajectories are understood, eventually from earlier experience, even better corrective actions can be applied. The method appears an affirmative way to graphically represent progression in design, thus presenting advances in a positive context. Though positively presented, it is not the case that the method hides problems; presumed and legitimate project progression can be quite different, which challenges the designer to understand the process. In this way, the method sends out a continuous warning to stay critical on design choices made.
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Longitudinal Business Process Management (BPM) studies are rare. BPM maturity and process performance can be used to quantify an organization's BPM evolution. This research aims to examine the growth of BPM maturity over time and its impact on process performance inside an organization in continuous transformation. Over a seven-year period, BPM maturity and process performance were measured annually at a Dutch university. During this time, the organization has undergone an organizational restructuring with a focus on process management and has temporarily switched completely to digital education propelled by the Covid-19 crisis. Based on a repeated cross-sectional study (N = 921), the results present key BPM maturity features that are critical during disruptive organizational transformations. Furthermore, we found that BPM maturity is positively related to process performance throughout organizational changes during the period of our research
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In the digital era, an innovative capability is viewed as core to the competitiveness of a firm. Firms can increase their innovative capability by taking advantage of individual innovative behavior. Thus, it is crucial to find out which individual and/or contextual factors promote individual innovative behavior at work. In response to promoting individual innovative behavior innovation, perceived entrepreneurial orientation of firms, perceived innovative climate, digital maturity and self-leadership may motivate individuals to engage in innovative behavior in the workplace. Therefore, this research seeks to gain a better understanding of how perceived entrepreneurial orientation of firms, perceived innovative climate, digital maturity, and self-leadership influence individual innovative behavior in the banking sector. A questionnaire survey was conducted and 125 valid replies were received. The results of this study indicate that employees working in the banking industry, which have a high digital maturity, are more likely to engage in innovative behavior when firms support entrepreneurial orientated strategies, an innovative climate, and when employees adopt self-leadership skills.
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Abstract - This study investigates the Business Process Management (BPM) maturity and process performance of the Dutch Department of Defence (DDoD). Like any other organisation, defence departments use BPM to manage their daily business processes. Despite using BPM, the organisation has never undertaken the initiative to analyse its BPM Maturity level and process performance. This paper presents the first results of such a study and compares this to similar military organisations, non-profit organisations and other organisations in the private sector. The DDoD BPM Maturity index score of 2.66 is similar to that of peer organisations. The study provides some suggestions for research and practical implications for organisation.
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Technological developments go fast and are interrelated and multi-interpretable. As consumer needs change, the technological possibilities to meet those needs are constantly evolving and new technology providers introduce new disruptive business models. This makes it difficult to predict what the world of tomorrow will look like for an organization and that makes the risks for organizations substantial. In this context, it is difficult for organizations to determine what constitutes a good strategy to adopt digital developments. This paper describes a first step of a study with the objective to design a method for organizations to formulate a future-proof strategy in a rapidly changing, complex and ambiguous context. More specifically, this paper describes the results of a sequence of three focus groups that were held with a group of eight experts, with extensive experience as members of the decision making unit in organizations. The objectives of these sessions were to determine possible solutions for the outlined challenge in order to provide direction for continuation and scoping of the following research phases.
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In this study we analyze the difference in perception regarding the BPM initiative between management and employees of an operational department of the Peruvian Air Force and compared the BPM Maturity with benchmark studies. The research question is: Does differences in perception of BPM Maturity between managers and employees lead to differences in the evaluation of process performance? The underlying BPM maturity model consists of 7 dimensions: Process Awareness, Process Description, Process Measurement, Process Control, Process Improvement, Process Resources and Knowledge, and Process IT Tools. The total dataset consists of 241 respondents and validated scales were used to measure BPM Maturity and Process Performance. The results show that there are no significant differences between managers and employees. Regression analysis shows that Process Measurement, Process Control and Process Resources are the key determents for Process Performance. The results offer opportunities to launch new BPM initiatives within the case study organization.
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Can you remember the last time the ground gave way beneath you? When you thought the ground was stable, but for some reason it wasn’t? Perhaps you encountered a pothole on the streets of Amsterdam, or you were renovating your house and broke through the floor. Perhaps there was a molehill in a park or garden. You probably had to hold on to something to steady yourself. Perhaps you even slipped or fell. While I sincerely hope that nobody here was hurt in the process, I would like you to keep that feeling in your mind when reading what follows. It is the central theme of the words that will follow. The ground beneath our feet today is not as stable as the streets of Amsterdam, your park around the corner or even a poorly renovated upstairs bedroom. This is because whatever devices we use and whatever pathways we choose, we all live in hybrid physical and digital social spaces (Kitchin and Dodge 2011). Digital social spaces can be social media platforms like Twitter or Facebook, but also chat apps like WhatsApp or Signal. Crucially, social spaces are increasingly hybrid, in which conversations take place across digital spaces (WhatsApp chat group) and physical spaces (meeting friends in a cafe) simultaneously. The ground beneath our feet is not made of concrete or stone or wood but of bits and bytes.
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from the article: Supply chain integration intensifies through digitalisation of business administration (BA) processes. However, it is unclear whether differences exist between the public and private sector in development or implementation of supply chain integration solutions. The large scope of the supply chain, being a large network of companies working together towards one end product, is limited for this study to e-procurement processes. The related software solutions are included. This study starts with a theoretical snapshot of e-procurement. This is followed by a process viewpoint of the e-procurement function. Next five different forms of e-procurement cooperation are presented seen from an actors network viewpoint. The utilisation of these forms create insight in the differences between the public and private sector in their e-procurement adoption behaviour. The process maturity scan results shows that the process maturity between the two sectors is comparable. However, this only explains the differences per sector concerning their ability to improve and control their processes in general. For reliability, this step is followed by three in-depth interviews combined with analyses of recent e-procurement behaviour studies involving the two sectors. The final step compares the maturity outcome with the in-depth data results. Both sectors show certain forms of coalition in the e-procurement. Where ‘competition’ is a construct that drives the private sector, the public sector has cost control as a driver towards collaboration and integration within e-procurement. This can only partially be explained by the past European financial crises. Differences are found in digital collaboration and the integration itself. The most important difference lies in the European tendering procedure to which the public sector (unlike the private) is restricted. In nature an e-procurement design and development project does not fit the prescribed procedures.
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