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Business Process Performance

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dc.contributor.authorAhmad, Tahir
dc.contributor.authorVan Looy, Amy
dc.contributor.authorShafagatova, Aygun
dc.date2024-02-01
dc.date.accessioned2024-01-29T10:13:40Z
dc.date.available2024-01-29T10:13:40Z
dc.date.issued2024
dc.description.abstractConsidering humans are involved in business process activities, process-oriented appraisals and rewards (POAR) can help stimulate process outcomes. Given a lack of knowledge about the intersection between business process management (BPM) and human resource management (HRM), the authors delve into POAR. The study starts from the theoretical capabilities of BPM and then follows a mixed-method design to develop rich and substantive evidence for successful POAR implementations. Empirical data was collected by ten case organizations experienced in POAR, and a survey with 403 higher-level managers across four continents. From the case data, diverse perspectives have emerged on the supporting capabilities for POAR and especially their interrelationships. Additionally, statistical evidence shows a decisive role of POAR in affecting process performance. While all BPM-specific capabilities seem to matter for POAR, only some also contribute to process performance through POAR. Novelty in the work resides in producing a POAR-based process performance model.de
dc.identifier.doi10.1007/s12599-023-00820-z
dc.identifier.issn1867-0202
dc.identifier.urihttp://dx.doi.org/10.1007/s12599-023-00820-z
dc.identifier.urihttps://dl.gi.de/handle/20.500.12116/43438
dc.publisherSpringer
dc.relation.ispartofBusiness & Information Systems Engineering: Vol. 66, No. 1
dc.relation.ispartofseriesBusiness & Information Systems Engineering
dc.subjectAppraisals and rewards||Business process management||Case study||Performance management||Survey
dc.titleBusiness Process Performancede
dc.typeText/Journal Article
mci.reference.pages67-84

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BISE 66(1) - February 2024