Process Management in Service Organizations VS. Manufacturing Companies

How is process management applied in service organizations? Do service providers apply process management practices differently to manufacturers? Does firm size play a role? The brand new paper “Process Management Practices: Organizational (Dis-)Similarities” by D. Weitlaner and M. Kohlbacher, published in the The Service Industries Journal a few days ago, addresses these questions. The study …

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The Components of Business Process Management

This article summarizes the study “Process orientation: Conceptualization and Measurement” by Kohlbacher M. and Gruenwald S., to be published in the Business Process Management Journal in 2011, Volume 17, Issue 2. The paper empirically explores the “building blocks” (“components”) of business process management. The article first considers the following definitions of business process management: The …

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Continuous Process Improvement, Business Process Orientation and Innovation

This article is a brief summary of the paper “Dynamic Capabilities through Continuous Improvement, Organizational Process Alignment and Innovation” by M. Kohlbacher and M. Ringhofer, which will be presented next week at the 30th Annual International Conference of the Strategic Management Society in Rome (http://rome.strategicmanagement.net). The paper examines the interaction effect of continuous improvement initiatives (e.g. …

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Survey on Process Management: Management Commitment towards Process Management

This article discusses the issue “management commitment towards the process approach” of the process management survey. Details on the survey (research design, sample, etc.) can be found here. In most of the firms, management supports the process program (see figures below). It is worth mentioning that about 25% of the firms state that senior executives …

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The Characteristics of Process Orientation. Part 2: Management Commitment

In a process-oriented organization, management needs to support the process program. Without the support of senior executives, the process idea cannot unfold to its full potential. There is a high risk for process management to fail if senior executives do not undertake necessary leadership roles and do not promote process-oriented thinking (Hinterhuber, 1995). Process oriented …

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Main Characteristics of a Process-Oriented Organization

According to (Hammer, 2007; Harmon, 2007; Hinterhuber, 1995; Melan, 1989; Reijers, 2006), an organization which has adopted the process-view exhibits the following characteristics: First, a prerequisite for managing an organization based on its processes is to know which business processes are performed within the organization and how they are related to each other. Hence, a …

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