Titlebook: Business Process Maturity; A Comparative Study Amy Van Looy Book 2014 The Editor(s) (if applicable) and The Author(s), under exclusive lic

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書目名稱Business Process Maturity影響因子(影響力)




書目名稱Business Process Maturity影響因子(影響力)學(xué)科排名




書目名稱Business Process Maturity網(wǎng)絡(luò)公開度




書目名稱Business Process Maturity網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Business Process Maturity被引頻次




書目名稱Business Process Maturity被引頻次學(xué)科排名




書目名稱Business Process Maturity年度引用




書目名稱Business Process Maturity年度引用學(xué)科排名




書目名稱Business Process Maturity讀者反饋




書目名稱Business Process Maturity讀者反饋學(xué)科排名

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Research,ypes of 69 existing BPMMs (see . for references), in order to strengthen the BPMM foundation. The maturity types were called: BPM maturity, intermediate BPO maturity (i.e. BPM plus culture), and BPO maturity (i.e. BPM plus culture and structure), and this for one, more or all business processes in a

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2197-9618 engthen the basis of available BPMMs. Lastly it presents a selection study to identify criteria for choosing one BPMM from the broad selection, which produced a free online selection tool, BPMM Smart-Selector..?.978-3-319-04201-5978-3-319-04202-2Series ISSN 2197-9618 Series E-ISSN 2197-9626

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https://doi.org/10.1007/978-3-658-06449-5g tradeoffs) to help the readers make a fast and reliable selection out of our unique and large BPMM sample (see . for references). Additionally, the scientific and managerial implications of the book are specified in detail. The chapter concludes by reflecting on the research limitations, and on ho

DEMUR

https://doi.org/10.1007/978-3-658-06449-5ensable resource for management students, researchers, and practitioners. The essential facts of the industrial revolutions and quality management schools are combined with the official start of the process literature in the 1990s, characterised by reengineering and workflows. Also the influence of

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Heike Wiesner,Andreas Wiesner-Steinerly acknowledged by references). First, the literature study distinguished business process management (BPM) from business process orientation (BPO), in order to obtain a common understanding among researchers and practitioners. An essential difference in scope exists, with: (1) BPM being limited to

不在灌木叢中

https://doi.org/10.1007/978-3-658-06449-5r organising and classifying the business process management discipline by means of a process capability framework. The latter gives specific attention to the organisational characteristics (culture and structure) that complement the process lifecycle, and so differs ‘business process management’ (B