Absorptive Capacity as a Precondition for Business Process Improvement

Information systems adoption and knowledge performance: An absorptive capacity perspective

As strategic assets for organizations, information systems (IS) have been adopted to enhance organizational knowledge performance. Based on the absorptive capacity perspective, we investigated intertwined relationships among IS adoption, organizational capabilities, IS-enabled absorptive capacity, and organizational knowledge performance. We empirically examined our model with survey data from 417 IS employees of 21 different state governments in the United States. We find that: (1) IS adoption does not directly generate IS-enabled absorptive capacity; (2) organizational capabilities positively affect IS-enabled absorptive capacity; (3) synergies arising from complementarity between IS adoption and organizational capabilities have a positive impact on IS-enabled absorptive capacity; and (4) IS-enabled absorptive capacity significantly drives manager and employee knowledge performance. This research enriches the understanding of the relationships among IS adoption, organizational capabilities, and organizational knowledge performance in U.S. public sectors.

Processos em Relacionamentos Interorganizacionais para Desenvolvimento de Capacidade de Absorção em Startups

RESUMO Objetivo: um dos fatores relacionados às capacidades dinâmicas é a capacidade de absorção e, até agora, trabalhos empíricos sobre capacidades foram conduzidos majoritariamente com empresas de grande porte e pouco se sabe sobre como ocorrem em startups. Nesse contexto, o objetivo deste trabalho é fornecer uma compreensão de como a capacidade de absorção ocorre em startups que mantêm relacionamentos interorganizacionais com grandes empresas. Método: a pesquisa utilizou um desenho qualitativo de estudo de casos múltiplos e a investigação de sete startups constituiu o corpus de estudo. Os dados foram analisados com uso de análise estatística, análise de conteúdo e análise de processos de negócio. Resultados: a inter-relação de startups com grandes empresas em programas de aceleração potencializa o desenvolvimento de capacidades para as startups, pois facilita o acesso e a assimilação de conhecimento. Já a transformação e exploração de conhecimento auxiliam a modificação da estrutura, de processos e de recursos das startups para atender à grande empresa, e o desenvolvimento de novos produtos e serviços para o mercado ocorre de forma modesta e incremental. Conclusões: o estudo evidencia como as ações formais dos programas de aceleração corporativa de grandes empresas contribuem para o desenvolvimento de capacidade de absorção em startups.

Business Process Management for optimizing clinical processes: A systematic literature review

Business Process Management is a new strategy for process management that is having a major impact today. Mainly, its use is focused on the industrial, services, and business sector. However, in recent years, it has begun to apply for optimizing clinical processes. So far, no studies that evaluate its true impact on the healthcare sector have been found. This systematic review aims to assess the results of the application of Business Process Management methodology on clinical processes, analyzing whether it can become a useful tool to improve the effectiveness and quality of processes. We conducted a systematic literature review using ScienceDirect, Web of Science, Scopus, PubMed, and Springer databases. After the electronic search process in different databases, 18 articles met the pre-established requirements. The findings support the use of Business Process Management as an effective methodology to optimize clinical processes. Business Process Management has proven to be a feasible and useful methodology to design and optimize clinical processes, as well as to automate tasks. However, a more comprehensive follow-up of this methodology, better technological support, and greater involvement of all the clinical staff are factors that play a key role for the development of its true potential.

Throughput efficiency and service quality after process redesign at a cancer day care unit: Two sides of the coin?

This study was designed to focus on the patient perspective in a reorganisation of care processes at a cancer day care unit (CDU). The effects of dose banding and of taking blood samples one day (or more) before the day care treatment (on Day -1) are investigated in terms of throughput efficiency and perceived service quality. Data were collected by mapping patient processes in detail and surveying patients in two CDUs at a university hospital (n = 308). A univariate model was used to investigate the effect of these factors on patient throughput time, and perceived service quality was examined with multiple linear regression. Taking blood samples on Day -1 decreases patient throughput time and increases the perceived service quality by improving the patient's perception of technical expertise and the outcome. This has a globally positive effect on patients' perceived service quality. Dose banding affected neither patient throughput time nor perceived service quality. Taking the pretreatment blood sample on Day -1 can be considered an important process design characteristic, as it increases both efficiency and service quality.

Waiting too long: bottlenecks and improvements – a case study of a surgery department

Purpose

The purpose of this paper is to promote a business process approach for developing and improving the efficiency of hospital service quality in order to reduce clinical risks and increase patients satisfaction. The problems healthcare facilities face are how to reduce waste and risk and improve quality. The adoption of a process-focused organization could reduce organizational errors which have a negative influence on performance.

Design/methodology/approach

The research is based on a case study methodology, analyzing a specific real-life case. It is shown a practical example in the surgery department of an Italian hospital, identifying, analyzing and managing critical situations, in terms of improvement. To this end, national and international contributions, public documents, institutional websites, conference papers, books, workshops and hospital websites have been analyzed. Moreover, other data were collected through questionnaires.

Findings

Results show how a comprehensive view of the processes may lead to improvement in operations by identifying different risks and bottlenecks, suggesting the rapid implementation of corrective policies and improvements, in terms of overall efficiency.

Practical implications

By implementing innovative organizational processes to identify and reduce bottleneck a healthcare system could achieve a competitive advantage.

Originality/value

Within the Italian healthcare system, limited attention has been paid to the design of healthcare facilities. Flexible solutions are necessary for lean management. The originality of this work lies in the analysis applied to a complex organization, through which hidden critical situations have been identified, and solutions to improve and provide better healthcare management have been suggested.

Exploring the relationship between business process improvement and employees’ behavior

Purpose

The purpose of this paper is to empirically investigate and clarify the relationship between business process improvement and employees’ behavior. More precisely, the purpose is to test whether a business process improvement initiative has a positive impact on performance and employees’ behavior, namely, motivation, communication and knowledge sharing.

Design/methodology/approach

The empirical research of this paper was conducted in the year 2013 in an ICT company on 52 employees who worked in the company’s R&D Centre. Business process improvement is analyzed in the change of work method for software development. Two projects of software development were observed. The data about the projects were collected by using the company’s documentation. The data about employees’ behavior were collected by a specially designed questionnaire.

Findings

Business process improvement led to better results and overall performance. Furthermore, it was found that business process improvement enhanced three important elements of employees’ behavior. These are motivation, communication and knowledge sharing.

Research limitations/implications

The main limitations of this study are small research sample, focusing on just the way of business process improvement and on only one company. Therefore, the results cannot be generalized and considered as being generally accepted.

Practical implications

The findings of this study could be useful for ICT companies because it shows the benefits of the Kanban method.

Originality/value

The major contribution of this study is to prove the positive impact of business process improvement initiatives on overall performance and on the special elements of employees’ behavior. This cognition enhances the existing knowledge on business process improvements.

Knowledge-intensive process management: a case study from the public sector

Purpose

– There is very little literature about improving and managing knowledge-intensive business processes (KIBPs). Since innovation plays an important role in knowledge work, these processes are different from traditional business processes, for which most business process management (BPM) methods have been developed, and therefore KIBPs should be improved differently. The purpose of this paper is to contribute to the understanding of BPM in the case of KIBPs by describing some methods that can be applied to manage and improve KIBPs.

Design/methodology/approach

– The paper presents a case study of a BPM project in the public sector, where most processes are knowledge-intensive. In conducting the longitudinal case study, established guidelines for interpretive case study research were followed. Both qualitative and quantitative data were collected.

Findings

– The paper presents some findings about the methods that can be applied for BPM in the case of KIBPs. It shows that the main phases of a BPM project can be the same as in a typical project; however, within each project phase different methods have to be applied. Appropriate methods for modelling the existing processes were workshops and interviews. Qualitative methods were suitable for the analysis phase, while it was not necessary to develop detailed to-be models in the business process redesign phase.

Originality/value

– The paper contributes to the body of knowledge on BPM in the case of KIBPs. Previous findings from the literature claiming that participative, incremental and continuous methods are suitable for improving KIBPs were confirmed. The case study also showed that proper project management, communication, the active role of top management and the involvement of external consultants during BPM projects are very important.