The outcome of research investing years of hard work and dedication has uncovered holistic understanding of business process management and the holistic understanding has described the relation between organizational culture and business process management. According to the article ‘Developing an Organizational Culture Supportive of Business Process Management’ by authors Sanja Tumbas and Theresa Schmiedel, the effect of organizational culture and its elements on the successful business process management is discussed in this article. According to the authors, business process management and it successful establishment is associated with a supportive environment in the organization; which can only be brought forward with a co-operational and inclusive organizational culture in place (?kerlavaj, ?temberger and Dimovski, 2007F).
The statement made by the author indicated at the fact that there are different factors and approaches to a supportive organizational culture that facilitates better and more fruitful business process management in the organization. And in the article the authors progress to evaluate different strategies for developing an organizational culture that will fester the growth and establishment of a sound organizational culture. This assignment will attempt to critically evaluate the article by Sanja Tumbas and Theresa Schmiedel and will attempt to provide an analysis of the article along with criticizing it (Tumbas and Schmiedel, 2013).
According to Weske, the culture of given organization serves as the very foundation on which the growth and sustainability of the business process is based on (Weske, 2012). Therefore, it can be said that without the prevalence of an organizational culture that is supportive, collaborative and proactive, successful business process management cannot be achieved. In the article under criticism in the assignment, the authors propose organizational culture as professional values and principles shared by the employees of an organization that is reflected on the cumulative manifestation on their actions and performance as a whole. Therefore, the authors propose that organizational culture has a visible result on the development of the organisational performance and business process management. Other authors have opined that the threat by the dynamic market changes on the organizational culture can be overcome if adjusted with the adequate business process management and supportive and communicative culture in the organization, which aligns with what the authors of this article under review in the assignment have argued. The main purpose of this article is to judge how supportive changes can be implemented to improve the organizational culture in a manner that can facilitate effective business process management (Tumbas and Schmiedel, 2013). The background of this research article can be considered broad, informative and could establish the need for this study; however, details regarding how this study bridges the gap left behind by the literature previously published are not explained perfectly.
Aims and objectives:
Aims and objectives are undoubtedly a highly important part of the structure, which carefully and succinctly conveys to the readers what the research is aiming to achieve and what questions is the research study is aiming to address (Brocke and Rosemann, 2014). This article lacks an individual aims and objective section, which is undoubtedly a drawback for the article. Although, the article has described in background and introduction opting for a functionalist view for the research study, and the research question asked in the article is ‘How can an organization develop a culture supportive of BPM?’ which is addressed by a detailed review of literature and a case controlled study.
A literature review is known to act as the connection between the data and information available already in the journals regrading the topic of the research being conducted and the need for further investigation that the study under consideration is hoping to achieve. The literature review for this article is extensive, concise and detailed which receives appreciation; the research study has taken the aid of databases like AIS Electronic Library2 , Science Direct, and Ebsco; which are reliable and authentic databases, excellent for academic researching purposes. The screening for relevant articles to include in the research study had been efficient as well, as it excluded anything that is not perfectly aligned with the need and requirement of research study under question. For the structuring of the articles selected and construction of the literature review is concept centric approach which allows the literature to be compartmentalized into different sections for more organized and polished structure to be attained; the research article also provided a table explaining the segmentalization of the articles for better understaffing of the readers which is extremely appreciable (Tumbas and Schmiedel, 2013).
Aside from the structure construction of the review, the content selected for this study is carefully and succinctly described as well. In the very first section the review discusses the prevalence of theoretical basis of culture and its role in successful business process management. In this section the importance of CERT values in business process management and culture construction is discussed in detail. CERT stands for the amalgamation of customer retention, excellence, responsibility and teamwork are considered to be the most important basis of successful business process management according to Van Der Aalst; the authors of this research article have explained in detail the how not exercising CERT values in the organization can bring forth culture resistance and in turn affect successful implementation of BPM in the organization (Van Der Aalst 2013). The research study opts of an empirical approach to judges the impact of inadequate organizational culture on the lack of proper BPM in the case selected.
Empirical approach taken by the research article:
As mentioned above in the assigmment6 the main purpose behind the research article had been to discover strategies to improve the organisational culture characterized by organizational support, cooperation and collaboration to support business process management fluidity. The research article emphasizes on a global IT company ITleader that provides supportive softwares for BPM to other organizations, and the authors hear argue that this case forms an excellent suitable basis to judge how internal process excellence initiative and change management can facilitate supportive organizational culture and help in BPM (Tumbas and Schmiedel, 2013).
Concentrating on the methodological procedure selected for this research study, exploratory study shows the qualitative research design based on a case control study. As the main purpose of this research study had been to discover how it later the company chosen for this research study can develop organisational culture that supports and fortified their BPM initiatives, the authors very tactfully compartmentalized the entire research into two distinct phases. The first phase analyses the culture development needs of the company and the second phase comprised of 5 semi structured interviews with the employees in order to understand the employee perception regarding a BPM supportive organisational culture and how it can be facilitated. This empirical approach help the authors to gain an understanding of how culturally fed the organization chosen is actually for the BPM approved selected for this research study and the interview findings help the authors to attend the perspective of the Employees with the scenario (Tumbas and Schmiedel, 2013).
The next the next phase for this research study had been to identify the strategies that will help in development of the culture the ideal leader has to maintain a successful business process management scenario. Emphasizing on the CERT values, the research discovered that the organization selected for this research study had much room for improvement in the organisational culture specifically in the sectors of internal customer orientation and accountability. The interview was successful in discovering that organization it essentially proper leadership and Organization in the entire business process management sector, find a motor interview was also successful in discovering that employees have purchased this deficiency in the entire organization culture and business process management as a organization cultural norms and have habituated to the entire process (Ko, Lee and Wah Lee, 2009). The personal excellence initiative taken by the author in this research study has to be appreciated as it could uncover the exact needs of the organization and how these needs can be addressed. The entire procedure helped the authors to device the strategies and implements them as well (Tumbas and Schmiedel, 2013).
Identification of the strategies and activities:
The very first strategy selected was sent out around customer orientation based on both external and internal customers, which encouraged the customers to engage in a activity that will be enhance the efficiency of the employees in customer handling and enforce more involvement in the entire scenario (Harmon 2010). In order to facilitate personal excellence initiative, the scheme of continuous improvement was selected, by taking initiatives like individual incentive system, process performance monitoring, and overall innovation. In order to improve the responsibility or accountability of the employees the help of awareness and clear governance rule was selected and to improve the teamwork of the organization face to face informal interaction, cross functional meetings and open communication was enabled (Tumbas and Schmiedel, 2013).
For success for business process management and sustainability of the organisation, and many research studies have established that fact. This research study has been successful in few sectors. First and foremost this article comprises of several research implications, this article has successfully utilized the BPM culture model of worm group and Sunil in order to identify an organisational culture fit for successful BPM, effectively taking the first important steps towards eliminating the gap left Behind in the literature examining how cultural fit can be achieved in order to facilitate excellent BPM (Trkman 2010). vom Brocke and Sinnl have opined that the concept of cultural fit is intricately aligned with performance management and organisational growth. And in order to maintain a sustainable business process management, how comfortable and safe the employees feel in the organization is an extremely essential element (vom Brocke and Sinnl 2011). Organisational culture supports and cooperates with employees they will inevitably be prepared to put the best effort to increase both live performance and quality, which in turn will improve the business process management and make the entire procedure easier and less time consuming (Dumas et al. 2013). This research study has successfully used BPM supportive CERT values which is an essential instrument for management evaluation in order to identify the organisational culture development needs of a company and then based on those needs devise a strategy that will fit organization and help them achieve the business process management in that the company has set for.
The implications for practice that a research article under criticism has able to achieve is how CRT value measurement scale can be utilized to support organization in both identify of overall cultural development Strategies and enforcing precise developmental activities that will address the particular needs of the organization (Chang 2016). This factor dependent specific activities can be a fertile ground for further research the comments describing how these specific activity scheme can help organizations attain optimal growth in both quality and productivity (Tumbas and Schmiedel, 2013).
According to the research article by ?kerlavaj, ?temberger and Dimovski, a supportive organisational culture can be the missing link between performance improvement and business process management, the improvement in culture development will inevitably improve both performance and is the process of business management (?kerlavaj, ?temberger and Dimovski 2007). This research study has helped in identifying that missing link and has also attempted to formulate an effective strategy that can help restore that essential element which can enhance booked the performance of the organization and help in better organization of the entire business process (Tumbas and Schmiedel, 2013).
Hence it can be concluded that this research study has been an excellent literary research which will help business organization attend an idea of how culture affects the business process management profoundly. Although the only limitation that this research study has had, the dependence of this research on a single case study. Has to be mentioned in this context that for a research to be relatable and transferable, the generalizability of the findings is extremely important which can the applied to any related scenario and is expected to you will the similar results. The dependency of this article on the case of it leader restricts that generalizability and transferability of the findings. Along with that it also needs to be mentioned that the findings of this research, Albert being revolutionary, I still limited to the perceptions of a limited number of interview participants. It not only decreases the generalizability of the findings but also enhance is a chance of the findings to be biased by their personal perceptions. Hands on a concluding note it can be said that romantic after research study in the methodology and techniques utilised has to be appreciated, and if the restricted generalizability probable bias of this research overlooked then this research can be the fertile ground for extensive empirical research that can help organizations improve their culture exponentially and intense see the results in the business process management
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