Subscribe

Subscribe to our Newsletter and get informed about new publication regulary and special discounts for subscribers!

ILSHS > Volume 67 > Process Management Implementation Level - A Case...
< Back to Volume

Process Management Implementation Level - A Case Study from Cantabria

Full Text PDF

Abstract:

Nowadays companies need to efficiently and quickly allocate their resources in order to be competitive and survive. Process management is one of the mechanisms that arise to meet these new needs, giving the company the flexibility to develop their business in today's competitive environment. However, despite companies are aware of the importance of process management, a high percentage of process management initiatives fail. Therefore more research should be done. In this study, the implementation level achieved by companies when implementing process management will be analysed. Results show that the Operations area is the one with most processes defined. Additionally, it may be concluded that it exists an unequal development of process management depending on the functional area.

Info:

Periodical:
International Letters of Social and Humanistic Sciences (Volume 67)
Pages:
70-77
DOI:
https://doi.org/10.18052/www.scipress.com/ILSHS.67.70
Citation:
L. Sanchez-Ruiz and B. Blanco, "Process Management Implementation Level - A Case Study from Cantabria", International Letters of Social and Humanistic Sciences, Vol. 67, pp. 70-77, 2016
Online since:
Mar 2016
Authors:
Lidia Sanchez-Ruiz, Beatriz Blanco
Keywords:
Cantabria, Evolutionary, Implementation, Model, Porter’s Value Chain, Process Management
Export:
RIS, BibTeX, Text
Distribution:
Open Access

Creative Commons License
This work is licensed under a
Creative Commons Attribution 4.0 International License

References:

[1] J.A. Pérez Fernández de Velasco, Gestión por procesos: cómo utilizar ISO 9001: 2000 para mejorar la gestión de la organización, ESIC, Madrid, (2004).

[2] J.P. Womack, D.T. Jones, D. Ross, The Machine that Changed the World. How lean production revolutionized the Global Car Wars, McMillan/Rawson Associates, New York, (1990).

[3] J.P. Womack, D.T. Jones, Lean Thinking. Cómo utilizar el pensamiento lean para eliminar los despilfarros y crear valor en la empresa, Gestión 2000, Barcelona, (2005).

[4] E.M. Goldratt, Necesario, pero no suficiente. Una novela empresarial sobre la teoría de las limitaciones, Díaz de Santos, Madrid, (2001).

[5] H.H. Chang, The Influence of Continuous Improvement and Performance Factors in Total Quality Organization, Total Quality Management, 16 (2005) 413-437.

[6] T.H. Davenport, Process Innovation: Re-engineering Work through Information Technology, Harvard Business School Press, Boston, (1993).

[7] J.S. Oakland, A. Sohal, Total Quality Management: Text with Cases, Butterworth-Heinemann, Melbourne, (1996).

[8] C. Armistead, S. Machin, Business process management: implications for productivity in multi-stage service networks, International Journal of Service Industry Management, 9 (1998) 323.

[9] A. Sidorova, O. Isik, Business process research: a cross-disciplinary review, Business Process Management Journal, 16 (2010) 566-597.

[10] C. Houy, P. Fettke, P. Loos, Empirical research in business process management. Analysis of an emerging field, Business Process Management Journal, 16 (2010) 619-661.

[11] N. Abdolvand, A. Albadvi, Z. Ferdowsi, Assessing readiness for business process reengineering, Business Porcess Management Journal, 14 (2008) 497-511.

[12] J. Karim, T.M. Somers, A. Bhattacherjee, The impact of ERP implementation on business process outcomes: A factor-based study, Journal of Management Information Systems, 24 (2007) 101-134.

[13] R. MacIntosh, D. MacLean, Conditioned emergence: a dissipative strctures approach to transformation, Strateic Management Journal, 20 (1999) 297-316.

[14] S. Sarker, S. Sarker, A. Sidorova, Understanding business process change failure: An actor-network perspective, Journal of Management Information Systems, 23 (2006) 51.

[15] T.H. Davenport, J.E. Short, The new industrial engineering: Information technology and business process redesign, Sloan Management Review, 31 (1990) 11.

[16] C.G. Armistead, P. Rowland, Managing business processes: BPR and beyond, Wiley, New York, (1996).

[17] H. Smith, P. Fingar, Business Process Management: The Third Wave, Meghan-Kiffer Press, USA, (2007).

[18] L. Sanchez-Ruiz, B. Blanco, How do companies implement process management? The case of Cantabrian companies, Business, Management and Economics Research, 2 (2016) 1-9.

[19] W.J. Kettinger, J.T.C. Teng, S. Guha, Business process change: A study of methodologies, techniques, and tools, MIS Quarterly, 21 (1997) 55-80.

[20] J.E.L. Gonvalves, Processo, que processo?, Revista de Administraçao de Empresas, 40 (2000) 8-19.

[21] A. Lockamy, K. McCormack, The development of a supply chain management process maturity model using the concepts of business process orientation, Supply Chain Management, 9 (2004) 272.

[22] H.A. Reijers, Implementing BPM systems: the role of process orientation, Business Process Management Journal, 12 (2006) 389.

[23] R. Silvestro, C. Westley, Challenging the paradigm of the process enterprise: a case-study analysis of BPR implementation, Omega, 30 (2002) 215-225.

[24] M.T. Frohlich, Techniques for improving response rates in OM survey research, Journal of Operations Management, 20 (2002) 53-62.

[25] A. Salgueiro, Cómo Mejorar los Procesos y la Productividad, AENOR, Madrid, (1999).

Show More Hide