Variation knowledge-based approach to handling business process changes

2006 ◽  
Author(s):  
Dai Yiru ◽  
Wang Jian
Keyword(s):  
Business Process ◽  
Knowledge Based

The influence of directive explanations on users’ business process compliance performance

2016 ◽  
Vol 22 (3) ◽  
pp. 458-483
Author(s):  
Frank Hadasch ◽  
Alexander Maedche ◽  
Shirley Gregor
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Design Guidelines ◽  
Knowledge Based Systems ◽  
Work Activity ◽  
Student Sample ◽  
Content Type ◽  
Knowledge Based ◽  
Business Process Compliance ◽  
Process Compliance

Purpose – In organizations, individual user’s compliance with business processes is important from a regulatory and efficiency point of view. The restriction of users’ choices by implementing a restrictive information system is a typical approach in many organizations. However, restrictions and mandated compliance may affect employees’ performance negatively. Especially when users need a certain degree of flexibility in completing their work activity. The purpose of this paper is to introduce the concept of directive explanations (DEs). DEs provide context-dependent feedback to users, but do not force users to comply. Design/methodology/approach – The experimental study used in this paper aims at investigating how DEs influence users’ process compliance. The authors used a laboratory experiment to test the proposed hypotheses. Every participant underwent four trials for which business process compliance was measured. Two trial blocks were used to cluster the four trials. Diagrammatic DEs were provided in one of the trial blocks, while textual DEs were provided in the other. Trial blocks were counterbalanced. Findings – The results of the experiment show that DEs influence a user’s compliance, but the effect varies for different types of DEs. The authors believe this study is significant as it empirically examines design characteristics of explanations from knowledge-based systems in the context of business processes. Research limitations/implications – This study is certainly not without limitations. The sample used for this study was drawn from undergraduate information systems management students. The sample is thus not representative of the general population of organizations’ IT users. However, a student sample adequately represents novice IT users, who are not very familiar with a business process. They are particularly suitable to study how users react to first-time contact with a DE. Practical implications – The findings of this study are important to designers and implementers of systems that guide users to follow business processes. As the authors have illustrated with a real-world scenario, an ERP system’s explanation can lack details on how a user can resolve a blocked activity. In situations in which users bypass restricted systems, DEs can guide them to comply with a business process. Particularly diagrammatic explanations, which depict actors, activities, and constraints for a business process, have been found to increase the probability that users’ behavior is business process compliant. Less time may be needed to resolve a situation, which can result in very efficient user-system cooperation. Originality/value – This study makes several important contributions to research on explanations, which are provided by knowledge-based systems. First, the authors conceptualized, designed, and investigated a novel type of explanations, namely, DEs. The results of this study show how dramatic the difference in process compliance performance is when exposed to certain types of DEs (in one group from 57 percent on the initial trial to 82 percent on the fourth trial). This insight is important to derive design guidelines for DE, particularly when multimedia material is used.

Knowledge Management

2011 ◽  
pp. 130-143
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Value Added ◽  
Capital Management ◽  
Knowledge Based ◽  
Cost Cutting ◽  
Intellectual Capital Management ◽  
Quality Value

In an outsourcing relationship, the vendor and its clients need to transfer knowledge on a continuous basis. Relevant approaches to outsourcing relationships from the knowledge management literature include intellectual capital management and business process management, as presented in this chapter. According to Quinn (1999), executives increasingly understand that outsourcing for short-term cost cutting does not yield nearly as much as outsourcing for longer-term knowledge-based system or strategic benefits such as greater intellectual depth and access, opportunity scanning, innovation, reliability, quality, value-added solutions, or worldwide outreach.

scholarly journals Knowledge-Based AOP Framework for Business Rule Aspects in Business Process

ETRI Journal ◽  
2007 ◽  
Vol 29 (4) ◽  
pp. 477-488 ◽  
Author(s):  
Chankyu Park ◽  
Ho-Jin Choi ◽  
Danhyung lee ◽  
Sungwon Kang ◽  
Hyun-Kyu Cho ◽  
...  
Keyword(s):  
Business Process ◽  
Business Rule ◽  
Knowledge Based

Knowledge Management

2011 ◽  
pp. 254-270
Author(s):  
P. Gottschalk
Keyword(s):  
Knowledge Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Value Added ◽  
Capital Management ◽  
Knowledge Based ◽  
Cost Cutting ◽  
Intellectual Capital Management ◽  
Quality Value

In an outsourcing relationship, the vendor and its clients need to transfer knowledge on a continuous basis. Relevant approaches to outsourcing relationships from the knowledge management literature include intellectual capital management and business process management, as presented in this chapter. According to Quinn (1999), executives increasingly understand that outsourcing for short-term cost cutting does not yield nearly as much as outsourcing for longer-term knowledge-based system or strategic benefits such as greater intellectual depth and access, opportunity scanning, innovation, reliability, quality, value-added solutions, or worldwide outreach.

Incorporating Knowledge Sharing As a Sustainable Competitive Advantage with Business Processes

2013 ◽  
Vol 3 (3) ◽  
pp. 41-53
Author(s):  
Maziar Azimzadeh Irani ◽  
Mohd Zulkifli Mohd Ghazali ◽  
Hassan Mohd. Osman
Keyword(s):  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Business Process ◽  
Business Processes ◽  
Management Decision ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
Management Decision Making

Objective - This paper aims to clarify the importance of knowledge sharing application in businesses, and to illuminate the effect of knowledge sharing as the key compartment of knowledge management on business process and organizational performance based on current research. Finally, this paper endeavours to suggest a model and some recommendation for future research. Methodology/Technique - A qualitative method based on a comprehensive search of numerous leading databases has been utilized for the purpose of this study. Findings - Knowledge sharing influences organizational performance from diverse aspects like; management, decision making, and production procedure. In knowledge based societies, the ability of a company to create, sustain, and communicate knowledge has a major impact on its performance. Knowledge sharing is the basis of competitive advantage due to its implicit dimension and the complexity to imitate or substitute. Therefore, companies who are capable of achieving a successful knowledge sharing are likely to perform better. Novelty - Knowledge sharing affects business overall performance. Therefore, knowledge sharing should be incorporated into business processes in order to maintain a business, organizational performance at a competitive level. Type of Paper: Review Keywords: Knowledge Sharing; Business Process; Organizational Performance;Organizational Success; Competitive Advantage.

A knowledge-based diagnostic system for the business-process ordering of a plant

1992 ◽  
Vol 4 (3) ◽  
pp. 315-322 ◽  
Author(s):  
Francesco Archetti ◽  
Enrico Fagiuoli ◽  
Paolo Confalonieri ◽  
Franco Zanetti
Keyword(s):  
Business Process ◽  
Diagnostic System ◽  
Knowledge Based

scholarly journals People & Process Dimensions of Automation in Business Process Management Industry

2019 ◽  
Vol 8 (6) ◽  
pp. 2465-2472
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Relevant Literature ◽  
Project Managers ◽  
Digital Transformation ◽  
Disruptive Technology ◽  
Knowledge Based ◽  
Quantum Leap ◽  
Process Factors

Business Process Management Industry has evolved through various operating models in the last two decades and has delivered immense value to the organizations across the globe by optimizing cost and providing knowledge based services. This industry is now at the cusp of digital transformation where organizations are experimenting with automation to drive digital services for the customers to gain quantum leap in efficiency. Robotics Process Automation is the current disruptive technology that Business Process Management companies are experimenting with their current processes but are seeing mixed results due to people and process factors that are critical for the successful deployment of automation. Research methodology includes inputs from relevant literature and case studies from organizations who have experimented with automation and research conducted by industry think tanks. It carefully investigates people and process aspects that impact automation initiatives from deployment perspective. Literature findings are further corroborated with empirical evidences through a likert 5 point scale survey taken by Project Managers and Users of automation. Survey is statistically validated and results are analysed to ascertain which are the most impactful causes that affect automation initiative. This research paper is focused on People and Process specific automation challenges with suggested solutions for Business Process Management organizations that are currently experimenting with automation for the smoother transition into the organization’s digital transformation initiatives.

Decomposition by Instrumental Instruction

2010 ◽  
pp. 128-145
Author(s):  
Karim A. Remtulla
Keyword(s):  
Business Process ◽  
Cultural Change ◽  
Cultural Critique ◽  
Process Technology ◽  
Process Change ◽  
Knowledge Based ◽  
Holistic Understanding ◽  
E Learning ◽  
Industry Trends

This chapter undertakes a socio-cultural critique of the ‘instrumental instruction’ workplace e-learning scenario. This scenario includes workplace e-leaning interventions that are designed to culturally decompose the workforce through abilities, beliefs, and behaviours. The goal is to use workplace e-learning to make workers more able to cope with periodic and on-going ICT innovation and business process change within organizations. An exploratory case study brings together the elements of process, technology, and culture. This provides a more holistic understanding of the experiences of the workforce and management when it comes to continuous ICT innovation, business process change, and a culture of instrumentalism. All this bears significant socio-cultural impacts on the workforce that come about through the workplace e-learning scenario of instrumental instruction. Socio-cultural insensitivity from workplace e-learning, in this scenario, comes from the basic, unquestioned assumption that workers are essentially socially flawed and culturally inferior; accountable for overcoming their socio-cultural flaws and inferiorities; and, need to be decomposed by workplace e-learning, through abilities, beliefs and behaviours, to meet the expectations of the infallible and commodified workplace. Workplace e-learning is now increasingly relied upon by organizations to provide the instrumental instruction that brings about cultural change in the workforce in terms of cultural decomposition of the workforce. In the wider marketplace, technological innovation in the ICT sector, accompanied by business process change in organizations, continues to culturally influence workplace e-learning industry trends and strategies. Workplace e-learning industry trends and strategies also culturally shape workplace e-learning. Instrumental instruction from workplace e-learning thus signifies the instrumentalization of instruction for workers, by workplace e-learning through their abilities, beliefs and behaviours, to culturally decompose the workforce for a knowledge- based workplace.

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