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BISE 60(4) - August 2018

https://dl.gi.de/handle/20.500.12116/16709
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Auflistung BISE 60(4) - August 2018 nach Schlagwort "Business process management"

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  • Zeitschriftenartikel
    How to Exploit the Digitalization Potential of Business Processes
    (Business & Information Systems Engineering: Vol. 60, No. 4, 2018) Denner, Marie-Sophie; Püschel, Louis Christian; Röglinger, Maximilian
    Process improvement is the most value-adding activity in the business process management (BPM) lifecycle. Despite mature knowledge, many approaches have been criticized to lack guidance on how to put process improvement into practice. Given the variety of emerging digital technologies, organizations not only face a process improvement black box, but also high uncertainty regarding digital technologies. This paper thus proposes a method that supports organizations in exploiting the digitalization potential of their business processes. To achieve this, action design research and situational method engineering were adopted. Two design cycles involving practitioners (i.e., managers and BPM experts) and end-users (i.e., process owners and participants) were conducted. In the first cycle, the method’s alpha version was evaluated by interviewing practitioners from five organizations. In the second cycle, the beta version was evaluated via real-world case studies. In this paper, detailed results of one case study, which was conducted at a semiconductor manufacturer, are included.
  • Zeitschriftenartikel
    Intelligent Business Processes in CRM - Exemplified by Complaint Management
    (Business & Information Systems Engineering: Vol. 60, No. 4, 2018) Zaby, Christopher; Wilde, Klaus D.
    Customer relationship management (CRM) is becoming a critical source of competitive advantage for businesses today. However, many CRM business processes are deficient and inflexible. For example, many customers are dissatisfied with complaint management. Still, companies seldom systematically adapt the complaint management process. In theory, operational and analytical CRM form a closed loop: analytical CRM uses business intelligence (BI) tools to analyze operational data and the knowledge gained is used for continual optimization of operations. One special approach in establishing this loop is to continually support decision points in operational processes with knowledge from BI. In this way, the use of BI becomes an integral part of business processes, which are then referred to as intelligent business processes. However, in CRM not much is known about this approach. Based on an extensive review of the literature, the study explores the state of theory and practice in the field of intelligent business processes in CRM, with special attention to complaint management because of its considerable importance and application potential. In particular, the conceptual framework of intelligent business processes in CRM is depicted and two implementation options are identified: embedded intelligence and business rules. Focusing on complaint management, evidence on intelligent business processes is systematically documented, weak points are identified, and a research agenda for the shift to more intelligent processes is presented.