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000723926 019__ $$a908086569
000723926 020__ $$a9783658074708$$qelectronic book
000723926 020__ $$a3658074701$$qelectronic book
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000723926 0247_ $$a10.1007/978-3-658-07470-8$$2doi
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000723926 035__ $$aSP(OCoLC)894350669$$z(OCoLC)908086569
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000723926 049__ $$aISEA
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000723926 1001_ $$aHyötyläinen, Tahvo,$$eauthor.
000723926 24510 $$aSteps to improved firm performance with business process management$$h[electronic resource] :$$badding business value with business process management and its systems /$$cTahvo Hyötyläinen ; with a foreword by Prof. Dr. Jan vom Brocke.
000723926 264_1 $$aWiesbaden :$$bSpringer Gabler,$$c[2014]
000723926 264_4 $$c©2015
000723926 300__ $$a1 online resource (xvii, 220 pages) :$$billustrations.
000723926 336__ $$atext$$btxt$$2rdacontent
000723926 337__ $$acomputer$$bc$$2rdamedia
000723926 338__ $$aonline resource$$bcr$$2rdacarrier
000723926 4901_ $$aAdvances in Information Systems and Business Engineering
000723926 500__ $$a"Dissertation Tampere University, Finland, 2013."
000723926 504__ $$aIncludes bibliographical references.
000723926 5050_ $$aForeword; Preface; Table of Contents; List of Acronyms; List of Figures; List of Tables; 1 Introduction; 1.1 Background and Motivation of the Research; 1.2 Research Approach; 1.3 Results; 1.4 Structure of the Book; 2 Systematic Literature Review of Empirical Support Regarding BPMS and BPMM Models; 2.1 Design of SLR for BPMS; 2.2 Data Gathering; 2.3 Review of the Findings for BPMS Empirical Evidence; 2.4 Systematic Literature Review for BPM Maturity Models; 2.5 Introduction to Business Process Management Maturity Models; 2.5.1 Capability Maturity Model
000723926 5058_ $$a2.5.2 The Business Process Maturity Model by OMG2.5.3 The Business Process Management Maturity Model by Gartner; 2.5.4 Process and Enterprise Maturity Model; 2.5.5 The Business Process Management Maturity Model by McCormack and Lockamy; 2.5.6 Synthesis of the Steps of BPMM Models and Hypotheses; 2.6 Design of Systematic Literature Review for Steps in BPMM Models; 2.7 Data Gathering; 2.7.1 Findings that Support the Progress along BPMM; 2.7.2 Findings that Support One or Multiple Steps; 2.7.3 Findings that Conflict or Deviate from BPMM; 2.7.4 Summary of the Findings for BPMM Empirical Evidence
000723926 5058_ $$a3 Theoretical Approach3.1 Historical Paths to BPM; 3.1.1 The Nature of a Theory According to Three World-Views; 3.1.2 From Taylorism to Business Process Re-Engineering; 3.1.3 Alternative Approaches towards BPM; 3.1.4 History of Leadership Styles; 3.1.5 Summary of Historical Paths; 3.2 Theorizing Change with BPM and Its Systems; 3.3 Describing Theory of the Stable State Work System; 3.3.1 Mission, Vision, and Values; 3.3.2 The Value Proposition to Customers; 3.3.3 Alignment with Strategies; 3.3.4 Fit with the Environment; 3.3.5 Manager Roles; 3.3.6 BPM Team Role and Relational Coordination
000723926 5058_ $$a3.3.7 Participation of the People3.3.8 BPMM Models and Best Practices as Information; 3.3.9 BPMS as an Enabler of 'Technochange'; 3.4 Focal Theory for BPM and Its Systems; 3.4.1 Build System; 3.4.2 Complementary Focal Theories; 3.5 Comparison with Rival Approaches; 3.6 Summary; 4 Case Study; 4.1 Introduction of the Case Organization and Method; 4.2 The Initial State of the BPM Initiative; 4.3 The Goal State of the BPM Initiative; 4.3.1 Components of the BPMS; 4.3.2 The Build System; 4.3.3 The BPMS System Integration and Information Model
000723926 5058_ $$a4.3.4 The BPMS Applications and Fit with Environment and IT Strategy4.3.5 Contents of the BPMS Questionnaire; 4.3.6 Response Number 1; 4.3.7 Response Number 2; 4.4 Comparison of the BPM and ERP Initiatives at ITCorp's Service Business Unit; 4.4.1 The Initial State of "Services ERP"; 4.4.2 The Goal State of the SERP Initiative; 4.4.3 The Build System for SERP; 4.5 Analysis and Conclusions of the Case Study; 4.5.1 The Outcome of the BPM Initiative; 4.5.2 Outcomes of the SERP; 4.5.3 Focal Theory and Complementary Focal Theories; 5 Action Research
000723926 506__ $$aAccess limited to authorized users.
000723926 520__ $$a​Business Process Management (BPM) has become a widely adopted management approach, prompting significant investments by private and public companies since 2000. Since neither the concept of BPM nor the factors leading to successful BPM initiatives are grounded in theory and also lack empirical support, Tahvo Hyötyläinen explores what business value BPM and BPM Systems can cause and how they can bring about improved firm performance. The author's main implication is to show how to enhance the probability of success with BPM and its Systems. Hisresearch also adds to the understanding on how to.
000723926 588__ $$aOnline resource; title from PDF title page (SpringerLink, viewed November 4, 2014).
000723926 650_0 $$aManagement.
000723926 650_0 $$aManagement information systems.
000723926 77608 $$iPrint version:$$aHyötyläinen, Tahvo$$tSteps to Improved Firm Performance with Business Process Management : Adding Business Value with Business Process Management and its Systems$$dWiesbaden : Springer Fachmedien Wiesbaden,c2014$$z9783658074692
000723926 830_0 $$aAdvances in information systems and business engineering.
000723926 852__ $$bebk
000723926 85640 $$3SpringerLink$$uhttps://univsouthin.idm.oclc.org/login?url=http://link.springer.com/10.1007/978-3-658-07470-8$$zOnline Access$$91397441.1
000723926 909CO $$ooai:library.usi.edu:723926$$pGLOBAL_SET
000723926 980__ $$aEBOOK
000723926 980__ $$aBIB
000723926 982__ $$aEbook
000723926 983__ $$aOnline
000723926 994__ $$a92$$bISE