Steps to Improved Firm Performance with Business Process Management (eBook)

Tahvo Hyötyläinen has completed his Ph.D. thesis under the supervision of Prof. Pertti Järvinen, University of Tampere. He works as a Senior Architect in the fields of business and software architectures and development.

Foreword 6
Preface 8
Table of Contents 10
List of Acronyms 13
List of Figures 15
List of Tables 17
1 Introduction 18
1.1 Background and Motivation of the Research 19
1.2 Research Approach 26
1.3 Results 30
1.4 Structure of the Book 33
2 Systematic Literature Review of Empirical Support Regarding BPMS and BPMM Models 34
2.1 Design of SLR for BPMS 34
2.2 Data Gathering 36
2.3 Review of the Findings for BPMS Empirical Evidence 38
2.4 Systematic Literature Review for BPM Maturity Models 43
2.5 Introduction to Business Process Management Maturity Models 44
2.5.1 Capability Maturity Model 45
2.5.2 The Business Process Maturity Model by OMG 46
2.5.3 The Business Process Management Maturity Model by Gartner 47
2.5.4 Process and Enterprise Maturity Model 49
2.5.5 The Business Process Management Maturity Model by McCormack and Lockamy 50
2.5.6 Synthesis of the Steps of BPMM Models and Hypotheses 52
2.6 Design of Systematic Literature Review for Steps in BPMM Models 53
2.7 Data Gathering 55
2.7.1 Findings that Support the Progress along BPMM 55
2.7.2 Findings that Support One or Multiple Steps 56
2.7.3 Findings that Conflict or Deviate from BPMM 58
2.7.4 Summary of the Findings for BPMM Empirical Evidence 59
3 Theoretical Approach 62
3.1 Historical Paths to BPM 65
3.1.1 The Nature of a Theory According to Three World-Views 65
3.1.2 From Taylorism to Business Process Re-Engineering 67
3.1.3 Alternative Approaches towards BPM 69
3.1.4 History of Leadership Styles 74
3.1.5 Summary of Historical Paths 77
3.2 Theorizing Change with BPM and Its Systems 78
3.3 Describing Theory of the Stable State Work System 82
3.3.1 Mission, Vision, and Values 85
3.3.2 The Value Proposition to Customers 86
3.3.3 Alignment with Strategies 86
3.3.4 Fit with the Environment 87
3.3.5 Manager Roles 87
3.3.6 BPM Team Role and Relational Coordination 89
3.3.7 Participation of the People 89
3.3.8 BPMM Models and Best Practices as Information 90
3.3.9 BPMS as an Enabler of ‘Technochange’ 91
3.4 Focal Theory for BPM and Its Systems 92
3.4.1 Build System 92
3.4.2 Complementary Focal Theories 94
3.5 Comparison with Rival Approaches 99
3.6 Summary 104
4 Case Study 105
4.1 Introduction of the Case Organization and Method 106
4.2 The Initial State of the BPM Initiative 107
4.3 The Goal State of the BPM Initiative 108
4.3.1 Components of the BPMS 111
4.3.2 The Build System 114
4.3.3 The BPMS System Integration and Information Model 115
4.3.4 The BPMS Applications and Fit with Environment and IT Strategy 116
4.3.5 Contents of the BPMS Questionnaire 116
4.3.6 Response Number 1 118
4.3.7 Response Number 2 122
4.4 Comparison of the BPM and ERP Initiatives at ITCorp’s Service Business Unit 125
4.4.1 The Initial State of “Services ERP” 125
4.4.2 The Goal State of the SERP Initiative 126
4.4.3 The Build System for SERP 127
4.5 Analysis and Conclusions of the Case Study 131
4.5.1 The Outcome of the BPM Initiative 132
4.5.2 Outcomes of the SERP 133
4.5.3 Focal Theory and Complementary Focal Theories 133
5 Action Research 139
5.1 Introduction to the Customer-Centric Approach 140
5.2 Action Research Approach 147
5.3 Description of the Initial and Goal State of the Research Organization 149
5.4 The Build System and Developed Methods 154
5.5 Evaluation with the Customer 165
5.5.1 Initial State 165
5.5.2 Desired Change 165
5.5.3 Build System 166
5.5.4 Goal State and Outcome 167
5.6 Discussion and Conclusions from the Action Research 168
6 Discussion and Conclusions 171
6.1 Implications of the Results to Science 172
6.1.1 Novel Findings 172
6.1.2 Results Supporting Earlier Findings 174
6.1.3 Results Contradicting Earlier Findings 178
6.1.4 Main Conclusion of These Results 179
6.2 Implications of the Results for Practice 180
6.3 Limitations 180
6.4 Further Research 183
References 185
Appendix 202