Analysis of business process management capability and information technology in small and medium enterprises in the garment industry (multiple case studies in East Java, Indonesia)

2020 ◽  
Vol 87 (1) ◽  
Author(s):  
Mahendrawathi ER ◽  
Dita Nurmadewi
Keyword(s):  
Information Technology ◽  
Case Studies ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Small And Medium Enterprises ◽  
Management Capability ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Medium Enterprises

Combining ERP Systems with Enterprise 2.0

2013 ◽  
pp. 19-36
Author(s):  
Yucan Wang ◽  
Andrew Greasley
Keyword(s):  
Case Studies ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Enterprise 2.0 ◽  
Erp Systems ◽  
Organizational Environments ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Traditional Norms

The chapter discusses both the complementary factors and contradictions of adoption ERP-based systems with Enterprise 2.0. ERP is well known as IT’s efficient business process management. Enterprise 2.0 supports flexible business process management, informal, and less structured interactions. Traditional studies indicate efficiency and flexibility may seem incompatible because they are different business objectives and may exist in different organizational environments. However, the chapter breaks traditional norms that combine ERP and Enterprise 2.0 in a single enterprise to improve both efficient and flexible operations simultaneously. Based on multiple case studies, the chapter analyzes the benefits and risks of the combination of ERP with Enterprise 2.0 from process, organization, and people paradigms.

Adoption of E-Commerce in the Value Chain by SMEs

2005 ◽  
pp. 62-67
Author(s):  
Judith Jeffcoate
Keyword(s):  
Case Studies ◽  
Value Chain ◽  
Small And Medium Enterprises ◽  
Analytical Framework ◽  
Qualitative Approach ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Medium Enterprises ◽  
Business To Business ◽  
Chain Transformation

This article describes an analytical framework to identify the triggers for value chain transformation that will encourage small and medium enterprises (SMEs) to adopt e-commerce. The framework was adopted in the KITS project as part of a qualitative approach, using multiple case studies of SMEs that were involved in business-to-business (B2B) e-commerce (Jeffcoate, Chappell & Feindt, 2004). Results from this project are used to illustrate the use of the framework.

scholarly journals ASSESSMENT OF BUSINESS PROCESS MANAGEMENT FOR MSMEs IN EAST JAVA

2019 ◽  
Vol 15 (1) ◽  
pp. 1-9
Author(s):  
Umi Chotijah
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Small And Medium Enterprises ◽  
Relevant Literature ◽  
Maturity Level ◽  
Knowledge Resources ◽  
Medium Enterprises ◽  
Main Factor

The role of micro, small and medium enterprises (MSME) for the economy of many countries, especially Indonesia are very important. The garment industry is one of the developing industries in Indonesia. Enterprises need to understanding, documenting, modelling, analyzing, simulating, implementing to  increasing the value and achieving business operational efficiency and survive business competition. Therefore, it is necessary to know  assess the maturity level of business process management in MSMEs. The purpose of this study is to assess the maturity level of business process management  from MSMEs. First, the relevant literature is reviewed to gain insight into the practice of business process management  in general, the context of MSME in Indonesia and previous studies related to business process management  in the context of MSMEs. This research was conducted in East Java and data collection was done by distributing questionnaires to MSME owners. This study shows that a lack of knowledge resources about BPM is the main factor causes the MSMEs have low business process maturity level.

scholarly journals Nivel de madurez de los procesos de la gestión de servicios en base a BPM - Maturity level in Management Services Processes’ based on BPM

2011 ◽  
pp. 143-154
Author(s):  
Joseph Cruz ◽  
Daniel Lévano
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Maturity Level ◽  
Technology Infrastructure ◽  
Information Technology Infrastructure ◽  
Sobre Todo ◽  
Buenas Prácticas ◽  
Management Services

Las empresas, a nivel global, tienden a una mayor dependencia de las Tecnologías de la Información (TI), no solo para el mantenimiento operativo de las instancias de la organización, sino también para el aumento de valor a la empresa por medio de la explotación de datos y sobre todo bajo el análisis y optimización de sus procesos. La metodología Business Process Management (BPM), al combinarlas con las buenas prácticas propuestas por Information Technology  Infrastructure Library (ITIL), permite la posibilidad de aumentar el valor de la entidad por medio de la mejora y adaptación de los procesos desde una perspectiva más ágil, automatizada y robusta con la capacidad de adaptación al cambio, permitiendo a las organizaciones orientar sus procesos al cliente.

scholarly journals INFORMATION SUPPORT FOR ENTERPRISE BUSINESS PROCESS DEVELOPMENT MANAGEMENT

Management ◽  
2018 ◽  
Vol 27 (1) ◽  
pp. 100-110
Author(s):  
Olena O. YERSHOVA
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Support System ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Process Development ◽  
Information Support ◽  
Management Mechanism ◽  
Development Management

Introduction. Contemporary market realia urge companies towards a transition from functional to process-based management, with processes as the key object of control. Effective business process management enables organizations to reduce costs and increase profitability. In case the management vector is shifted towards a company’s business process development, that involves constant monitoring and optimization, it will also contribute to gaining long-term sustainable competitive advantage. Since modern business environment is intrinsically inseparable from scientific information and intellectual attainments and their implementation results (information technology), management of business process development must be supplemented by powerful information support.The research objective is to provide deeper insights into conceptual framework and structural components of the information support system to facilitate enterprise business process development management as well as to identify the key factors to be considered when designing information software.Research methods. The following methods were used within the current study: comparison, systematic approach, analysis, modeling, synthesis and analytical framework.Findings. Modern approaches to building information support framework for an enterprise as a whole. The importance to provide a description of business processes is argued to design an effective information support system for business processes and their development management mechanism. An author’s original model of information support structure for business process management has been suggested.Conclusions. Complete and accurate information support for business processes is critical to ensure their effective operation. The information support for ensuring business process development management mechanism encompasses the formation and subsequent functioning of the overall system which includes information resources, information technology, software, and corresponding personnel, with following up further division by information support subsystems for providing in-depth analysis and ease of convenience, i.e. the information platform of the of business process development management mechanism.

Business Process Management (BPM) And Gut Matrix In Support To The Information Technology

2021 ◽  
Author(s):  
Gelson Barros Cardoso ◽  
Flávio de São Pedro Filho ◽  
Raul Afonso Pommer Barbosa ◽  
Jolanta Kowal
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Business Process Management ◽  
Process Management

Enterprise systems, business process management and UK-management accounting practices

2017 ◽  
Vol 14 (3) ◽  
pp. 230-281 ◽  
Author(s):  
Sameh Ammar
Keyword(s):  
Case Studies ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Management Accounting ◽  
Enterprise Systems ◽  
Analytical Framework ◽  
Cross Sectional ◽  
Content Type

Purpose This paper aims to address the extant and arguable role of enterprise systems (ES) in relation to management accounting practices (MAPs) through an inclusion relative neglect account of business process management (BPM). This is also extended to draw out an analytical framework to advance our understanding of how BPM mediate ES-MAPs interplay. Design/methodology/approach A cross-sectional case study was adopted as a research strategy with which to collect data about the ES-BPM-MAPs interplay as a unit of analysis. The latter, in the first stage, was examined across (89) mini-case studies operating in the UK context through reports and documentations collected from cases’ websites, vendors and consultants of information systems. Drawn insights from cross-sectional analysis and contributions made by prior studies are blended together to inform the second stage that outlines an analytical framework for ES-BPM-MAPs interplay. Findings Different ES are mobilised to address different orientations of BPMs and being used for different managerial functions and purposes. Different patterns of ES-BPM-MAPs interplay are identified across (89) UK-case studies and the BPM is a fulcrum understanding. These patterns are centred around three key BPM including customer, logistics and control processes and all oriented by a continuum of an organisation intention focus on control, understanding and strategising. Both processes and orientations explain ES development and MAPs evolution processes. Standardisation, integration and intelligence are key characteristics sought through ES mobilisations. By complementary, information provision, analytics and simulation are three sophisticated ways of using MA information facilitated by ES characteristics. Research limitations/implications Dynamic processes of MAPs change over time and are beyond the reach of this study. Such approach requires full access to case studies. BPM is fulcrum understanding of MAPs change and/or stability in relation to ES implementation including other components. Practical implications Findings and analytical framework could be used as a base for establishing the best approach in adopting ES to fully exploit the potential of future ES applications as well as to avoid organisations pitfalls of implementations. Organisations are advised to understand their existing business processes, characteristics of MA information would be achieved first upon which decision of ES components selection and implementation could be outlined. Originality/value The indirect interplay between ES and MAPs through business processes is rarely examined. By the inclusion of BPM and using cross-sectional case studies, this research contributes to the existing shortcomings of ES-MAPs interplay by broadening the picture and proposing an analytical framework. The latter advances our understanding by focusing on attributes of ES-BPM-MAPs upon which informal changes in-the use of MAPs are recognised.

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