Achieving higher levels of business process improvement: A case study

Abou Moghdeb, F., Green, Peter F. and Indulska, Marta K. (2009). Achieving higher levels of business process improvement: A case study. In: , PACIS 2009 Proceedings. 13th Pacific Asia Conference on Information Systems (PACIS), Hyderabad, India, (1-12). 10-12 July, 2009.


Author Abou Moghdeb, F.
Green, Peter F.
Indulska, Marta K.
Title of paper Achieving higher levels of business process improvement: A case study
Conference Paper Type Fully Published Paper
Conference name 13th Pacific Asia Conference on Information Systems (PACIS)    (ERA 2010 Rank A)
Conference location Hyderabad, India
Conference dates 10-12 July, 2009
Proceedings title PACIS 2009 Proceedings
Place published AIS Electronic Library (AISeL)
Publisher Association for Information Systems
Publication date 2009
Year available 2009
Issue number Paper 26
Start page 1
End page 12
Total pages 12
Collection year 2010
Language eng
Abstract/Summary The research topic has significant implications on organisations that aspire to reach higher levels of improvement by continuously creating diverse values to their stakeholders and building unique Business Process Improvement (BPI) capabilities. We present an a-priori model derived from well-known theories and domains such as stakeholder and organisational capabilities theories. The model mainly posits that the degree of key stakeholder requirements alignment and the BPI organisational capabilities together impact the level of improvement achieved in BPI projects. These factors are in turn impacted by, for example, centrality, communication, culture. The model is tested using a case study in an Australian higher education institution, relying primarily on semi-structured interviews. The testing of the model has uncovered a number of interesting insights. For example, continuous top management support, which was posited to be an antecedent of BPI organisational capabilities, was found to be strongly related to key stakeholders requirements’ alignment and risk management. As such, top management can play a more effective role in BPI initiatives in achieving higher levels of improvement. The case also found that better levels of: time to perform processes, accessibility, maintainability, accuracy, ease of use, consistency, quality, and end users’ satisfaction could measure the levels of improvement.
Subjects E1
080609 Information Systems Management
910402 Management
Keyword alignment
organisational capabilities
business process improvement
business process management
Q-Index Code E1
Q-Index Status Confirmed Code

Document type: Conference Paper
Sub-type: Fully Published Paper
Collections: 2010 Higher Education Research Data Collection
UQ Business School Publications
 
Versions
Version Filter Type
Citation counts: Google Scholar Search Google Scholar
Access Statistics: 322 Abstract Views  -  Detailed Statistics
Created: Tue, 08 Sep 2009, 13:29:34 EST by Karen Morgan on behalf of UQ Business School