Do Organisations have a Mission for Mapping Processes?

Rowell, James (2016) Do Organisations have a Mission for Mapping Processes? Business Process Management Journal. ISSN 1463-7154 (In Press)

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Abstract

Purpose - This research sets out to identify and explore the reasons why organisations decide to use process mapping software (PMS) facilities in support of Business Process Management (BPM); to determine the objectives set by senior management for its introduction, and understand extent to which the benefits are achieved by organisations from its implementation. Design/methodology/approach – This paper uses an exploratory research design and investigates the elements of organisations’ objectives, implementation and evaluation of using PMS. The research data was collected through semi-structured telephone interviews with business managers responsible for the implementation of PMS in their organisation. The respondent organisations were selected from a range of industry sectors all of whom were using the same BPM software. Findings - The results of the research show that organisations do set objectives for using PMS, relevant to a wide range of business, operational and strategic objectives, dependant on the needs of the organisation. Additionally, the results show that some organisations gain further advantages post-implementation, based on their experience of using the PMS. As for the explicit evaluation of their investment, organisations attempt this to a very limited extent; but they do recognise a broad a range of ‘softer’ benefits achieved from its adoption. Research limitations/implications – This exploratory research has been conducted on a small range of organisations, all using the same software, therefore the results cannot be clearly generalizable. Whilst the research suggests organisations are making effective decisions regarding the use of PMS, further research on the methods of evaluation could be developed to support better decision-making in the future. Practical implications – the practical implications of this research are for decision-makers in organisations recognising and understanding the potential (strategic / operational) benefits that could be achieved by implementing a software system for BPM. Originality/value - Whilst the use of process maps, and mapping of organisation’s operations is widespread the benefits achieved by organisations is only partially understood. Knowledge of the strategic impact of BPM is limited, as Trkman (2010) states “this may derive from the inherent complexity of the field”. This research attempts to explore the context of organisations using such software, and point towards further approaches to its investigation. Keywords - BPM; Process Mapping; Process Mapping Systems; Business Strategy; Business Objectives. Paper type – Research paper Ref: Trkman, P. (2010). The critical success factors of business process management. International Journal of Information Management, 30, pp.125-134

Item Type: Article
Uncontrolled Keywords: BPM; Process Mapping; Process Mapping Systems; Business Strategy; Business Objectives
Subjects: T Technology > T Technology (General) > Management information systems
Divisions: School of Business > Management
Depositing User: James Rowell
Date Deposited: 17 Jan 2017 16:44
Last Modified: 18 Jan 2017 16:47
URI: http://bear.buckingham.ac.uk/id/eprint/161

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