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Understanding Process Performance Measurement Systems

P. (2000), Process performance measurement system: a tool to support process based organizations, Total Quality Management, Vol. 11 No 1., pp. 67-85 Kueng, P. (1998), Supporting BPR through a Process Performance Measurement System, In: Banerjee, P. et al. (Eds.): Business Information Technology Management, Conference Proceedings of BITWorld'98, Har-Anand Publications, New Delhi, pp. 422-434; ISBN: 8124104255. Kueng P., Krahn A. (1999), Building a Process Performance Measurement System, Journal of Scientific and

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Controlling process performance indicators. Results of empirical and theoretical research

Summary

The article sheds light on the issue of controlling performance measurement on the basis of the available literature and empirical research conducted by the author. Sample indicators have been provided, which can be used to confirm the efficiency of using controlling in a company as well as to determine the steps of its improvement and development.

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Innovative Performance Measurement: an Integrative Perspective of Stakeholder's View

Abstract

Business Process Management (BPM) has been increasingly focused as an holistic approach to manage organizations for better organizational effectiveness. BPM involves the use of innovative performance measurement systems to follow up, coordinate, control and improve processes and overall business efficacy and efficiency. In this paper we propose a global holistic perspective of integrated information, combining the view of all stakeholders and both qualitative and quantitative information, as a basic prerequisite for quality of information for better decision making. The paper includes findings from an empirical case study of measuring Parkinson's Disease Neurosurgery process, including stakeholder's view with an integrative perspective.

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Social Business Process Management: Croatian IT Company Case Study

Abstract

Background: Social business process management is an integration of social software into the business process management (BPM). Its main goal is to overcome the limitations of classical BPM by applying social software principles within the BPM lifecycle. Since BPM is a holistic discipline it is important to also include cultural and social aspects into BPM studies. Objectives: The main aim of this paper is to examine the link between organizational culture, social software usage and BPM maturity in the observed company. Methods/Approach: A case study methodology has been used for this study. An interview has been conducted in combination with a survey approach. Results: Results of the research revealed a high usage of social BPM within the observed company in combination with a high level of BPM maturity and a clan organizational culture. Conclusions: The observed IT company has knowledge intensive processes and uses social BPM to deal with the process change and optimization. The clan culture is, by its characteristics, a favourable organizational culture for social BPM.

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Practical Applications of Quality Tools in Polish Manufacturing Companies

Abstract

Background and Purpose: Modern companies have found themselves in a situation where the ability for the dynamic adaptation to the changing market conditions is a key competitive advantage. Therefore they are continually searching for intensive ways of improvement of their processes and products. The basis for the implementation of such strategy is the efficient use of information resources. In quality management, appropriate tools and techniques equip decision-makers with information, necessary to take: correction, corrective, preventive, and finally – improvement actions.

Design/Methodology/Approach: The paper presents the results of the survey, conducted on a representative sample of manufacturing companies in Great Poland (region of Poland). The main goal of the survey was to ascertain, from the quality assurance perspective, what kind of problems, at which stage of production process are the most frequent and what kind of quality tools and techniques are used by practitioners for their solutions. Furthermore, the respondents evaluated the importance of appearing problems as well as the effectiveness of used tools.

Results: The results of the survey show that quality tools are most frequently implemented at the manufacturing phase of the production process, then at the production set-up stage and measurement phase. On the manufacturing phase example it was shown, which of the tools included in the survey, are effectively used for problem solutions, concerning the process inputs, process performance and management of the processes.

Conclusion: The obtained results allow contradicting the thesis spreading quality tools universality. In the context of production process stages, some of them are oriented towards selected phases and, such as, may be effectively used by practitioners.

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Application of cost accounting systems in an enterprise

process. Performance Measurement and Management, red. B. Nita, Wrocław, No 123, pp. 39-48. 5. Kasperowicz A. (2009), Rachunek kosztów cyklu życia produktu w zarządzaniu przedsiębiorstwem, red. R. Kowalak, Wydawnictwo UE, Wrocław, rozdziały: 1.1-1.3 (s. 9-29), 10 (s. 208-227). 6. Kużdowicz P., Relich M., Kużdowicz D. (2012), Cross-company data fl ows with ERP system, Knowledge for Market Use 2012, Palacký University, Olomouc (Czechy), pp. 264-269. 7. Kużdowicz D., Kużdowicz P., Witkowski K. (2012), The application of normal

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Reshoring: implementation issues and research opportunities

estimate the costs of offshoring: A study on process performance , „ International Business Review” , 1-12. 23. Monczka R.M., Handfield R.B., Giunipero L.C., Patterson J.L., Waters D. (2010), Purchasing and Supply Chain Management , South-Western Cengage Learning, Andover. 24. Mueller J., Dagmar A., Hautz, J., Hutter K., Matzler K., Raich M. (2011), Differences in corporate environmentalism — A comparative analysis of leading U.S. and German companies , „European Journal of International Management”, 5, 122–148. 25. Nash-Hoff M. (2011), Re

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Intercultural marketing: Culture and its influence on the efficiency of Facebook marketing communication

social media perspective”, Journal of Product and Brand Management , Vol. 1, No. 24, pp. 28-42. Direction, S. (2016), “Social media as the path to a marketing strategy: Companies must become “curators” to meet the challenge”, Strategic Direction , Vol 2 No. 32, pp. 20-22. Droppa, M., Budaj, P. and Mikuš, P. (2013). “An organisational culture and the process performance of the organisation.” in: An organisational culture and the process performance of the organisation, Association internationale SÉCT: Fribourg, p. 27. Gong, W., Stump, R. L., and Li

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Monitoring SOA Applications with SOOM Tools: A Competitive Analysis

, D., Suarez, A. Sunderam, V. (2009), "Optimization of Execution Time Inspired Cross Layer Design Using Effective Load Balancing in a LAN-WLAN Environment", International Journal of Computational Science and Engineering, Vol.4, No. 3, pp. 182-194. 16. ManageEngine (2009), "Security Manager Plus - User Guide", Whitepaper, availabale at: http://www.manageengine.com/products/security-manager/security-managementhelp.pdf. 17. Milanović Glavan, Lj. (2011), "Understanding Process Performance Measurement Systems", Business Systems Research

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Dimensions of Decision-Making Process Quality and Company Performance: A Study of Top Managers in Slovenia

.G., Laroche, M., and Cadieux, J. (2014). Defining decision making process performance: conceptualization and validation of an index. Information & Management , 51, 618 – 626. https://doi.org/10.1016/j.im.2014.05.012 Harrison, F.E., & Pelletier, M.A. (2000). The essence of management decision’. Management Decision , 38(7), 462 – 469. https://doi.org/10.1108/00251740010373476 Kelley, K. & Preacher, K.J. (2012). On Effect Size. Psychological Methods . 17 (2), 137–152. https://doi.org/10.1037/a0028086 Klingebiel, R., and Meyer, A.D. (2012). Becoming

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