Business Process Management Journal最新文献

Purpose

This article explores the connections between the entrepreneur's global mindset and entrepreneurial motivation in the quest for determining the underlying relationships among these constructs. The aim of the study resides in the advancement of various entrepreneurial profiles which imply specific configurations of the global mindset and motivational drivers, by also covering their correlations with the business outcomes.

Design/methodology/approach

Data were collected in 2022 from over 100 entrepreneurs operating in the Romanian SMEs sector, using a questionnaire-based survey.

Findings

The results posit that at least three statistically relevant clusters can be observed in the studied population, stemming from the particularities of the entrepreneurs' global mindset. The findings reveal that the levels of development of the entrepreneur's social capital, psychological capital and intellectual capital are linked to different entrepreneurial motivations and impact the company in specific manners.

Practical implications

The research offers useful cues to the entrepreneurs for identifying prospective partners for their local or cross-border operations.

Originality/value

The results foster a new topical framework for discussion on the motivational configurations of entrepreneurs and the global mindset.

Purpose

This study attempts to examine how employee orientations and paranoid arousal intersect and influence the voice behaviors of employees, as they significantly influence workplace practices.

Design/methodology/approach

Drawing on a multi-source and multi-time-based survey, the data were collected from 37 supervisors and 270 employees in 80 branches of 11 microfinance banks. SmartPLS-4.1 was used to test the measurement and structural model. A total of 307 questionnaires were used for the data analysis.

Findings

This research presents the contrasting results of employee orientations with voice behavior. Results support the direct relationship between paranoid arousal and promotive-prohibitive voice behaviors. However, no support was found for approach-avoidance orientation and promotive-prohibitive voice behaviors.

Practical implications

Employees' ability to voice-out in organizations depends on several motivational factors, consolidated into three areas – organizational culture, leadership, and individual traits. Organizations must implement a culture of transparency and open communication. Participative and inclusive leadership styles increase the quality of relationships with employees, stimulating a promotive voice. A support system for employees is needed to advance in their careers, increasing promotive behaviors.

Originality/value

The study adds value to the existing body of knowledge by studying approach-avoidance orientations and voice behaviors through the lens of paranoid arousal in the framework.

Purpose

This study examines the effects of CLS and DS on companies' WCME and analyses the differences in WCME at company and market levels.

Design/methodology/approach

This study adopts the DEA approach, regression, differences, and additional analyses to achieve its objectives. This study employs 235 non-financial companies and 1,175 company-year observations from eight active industries in the United States from 2016 to 2020.

Findings

The findings indicate that CLS and DS strategies positively influence companies' WCME. Additionally, WCME differed across size categories and industries, with large companies and those operating in the communication services industry showing better WCME. By contrast, WCME did not differ between the periods before and during the COVID-19 pandemic.

Practical implications

This study scrutinizes the impact of CLS and DS strategies on companies' WCME to bridge the gap in this field. It extends the investigation of competitive strategies as explanatory variables for a company's WCME and examines the differences in companies' WCME at the company and market levels, which may assist decision-makers in improving their strategies and efficiencies for continuous improvement.

Originality/value

This study enhances current knowledge by uncovering the influence of CLS and DS strategies on improving companies' WCME, an underexplored topic. It also explores companies' WCME trends and patterns regarding company size, industry type, and the pandemic period to draw interesting conclusions about the essence of WCME.

Purpose

This paper aims to describe the product development process (PDP) of companies in the textile industry, seeking to understand the dynamics of their management from different actors along the production chain.

Design/methodology/approach

Qualitative empirical research adopted a multiple case studies design in five large Brazilian organizations, each representing a link in the production chain.

Findings

Textile PDP follows structured steps. However, it is still an informal process. The use of methodologies and tools for decision-making and control gates throughout the process is limited. Performance indicators do not cover all dimensions of the PDP since sales and profit are the main parameters for assessing projects. The predevelopment macro phase varies according to the product type and the company's business model, whereas the postdevelopment macro phase is nonexistent. PDP projects are executed through collective efforts of multiple departments in cross-functional teams, except for the commodities firms.

Practical implications

The study allows managers of Brazilian textile companies to understand the best practices in the PDP and those that require more attention, taking into account different business models and sectors of the production chain.

Originality/value

Our results contribute to the literature and practitioners by providing an overview of PDP management in the textile industry, covering its different production chain actors, types of projects and companies' characteristics.

Purpose

This paper aims to systematically review the literature on digital supply chain (DSC), big data (BD) and manufacturing lead time (MLT) in industrial companies.

Design/methodology/approach

This study provides a systematic review of the 99 research on this subject that was published between 2015 and 2022. Studies were found in the Scopus database. This review also identifies gaps in the literature, highlights conflicting results, examines prospective data sources for empirical researchers and offers suggestions for choosing promising research subjects in the future.

Findings

This study performed a thorough literature review to a developing field of inquiry in order to identify the impact of the digital supply chain, BD and manufacturing lean time, an area that has received little attention in the literature. Future pathways and ramifications are also offered based on the literature content search. The results showed that BD improves DSC performance through resilience and innovation of the DSC. MLT and DSC integration were found to be positively correlated, according to the results.

Originality/value

Although the production lead time is preferable to boost customer value and supply reliability, the long lead time hurts the DSC’s ability to compete. DSC integration also improves coordination and streamlines processes. The researchers suggest fostering organizational flexibility, information exchange to accomplish DSC integration and adaptable behaviors including responsiveness and alertness.

Purpose

In the past, there have been few studies that shed light on the process of how to maintain the right value proposition with retailers. This research aims to examine the factors that play a significant role in the process of keeping the right value proposition with retailers in the B2C sector through a firm-retailer dependency lens.

Design/methodology/approach

Longitudinal data was gathered from 700 retailers who deal with the products of two of India’s firms in the B2C sector. Three data sets were created, and an econometric model was fitted to each data set separately.

Findings

The findings revealed that the firm-centric and retailer-centric variables had positive impacts, whereas competitor-centric variables negatively impacted the value proposition. Furthermore, the intensity of the impact on the value proposition of all types of drivers varied from “quiet-quitting retailers” to “active retailers.”

Practical implications

This study’s findings should assist managers in framing a value-sharing strategy to maintain a “win-win” relationship with retailers.

Originality/value

Using real-world data and a panel regression model, this research extends the theory on the relationship between value proposition and its drivers in the B2C sector and, hence, enriches the literature on the interface between business process management, retailing, and marketing.

Purpose

Process mining (PM) has emerged as a leading technology for gaining data-based insights into organizations’ business processes. As processes increasingly cross-organizational boundaries, firms need to conduct PM jointly with multiple organizations to optimize their operations. However, current knowledge on cross-organizational process mining (coPM) is widely dispersed. Therefore, we synthesize current knowledge on coPM, identify challenges and enablers of coPM, and build a socio-technical framework and agenda for future research.

Design/methodology/approach

We conducted a literature review of 66 articles and summarized the findings according to the framework for Information Technology (IT)-enabled inter-organizational coordination (IOC) and the refined PM framework. The former states that within inter-organizational relationships, uncertainty sources determine information processing needs and coordination mechanisms determine information processing capabilities, while the fit between needs and capabilities determines the relationships’ performance. The latter distinguishes three categories of PM activities: cartography, auditing and navigation.

Findings

Past literature focused on coPM techniques, for example, algorithms for ensuring privacy and PM for cartography. Future research should focus on socio-technical aspects and follow four steps: First, determine uncertainty sources within coPM. Second, design, develop and evaluate coordination mechanisms. Third, investigate how the mechanisms assist with handling uncertainty. Fourth, analyze the impact on coPM performance. In addition, we present 18 challenges (e.g. integrating distributed data) and 9 enablers (e.g. aligning different strategies) for coPM application.

Originality/value

This is the first article to systematically investigate the status quo of coPM research and lay out a socio-technical research agenda building upon the well-established framework for IT-enabled IOC.