Soft systems methodology in action
Soft systems methodology in action
The action workflow approach to workflow management technology
CSCW '92 Proceedings of the 1992 ACM conference on Computer-supported cooperative work
Adaptive fuzzy systems and control: design and stability analysis
Adaptive fuzzy systems and control: design and stability analysis
An overview of workflow management: from process modeling to workflow automation infrastructure
Distributed and Parallel Databases - Special issue on software support for work flow management
Workflow Automation: Overview and Research Issues
Information Systems Frontiers
It Doesn't Matter--Business Processes Do: A Critical Analysis of Nicholas Carr 'S I. T. Article in the Harvard Business Review
Workflow Management: Models, Methods, and Systems
Workflow Management: Models, Methods, and Systems
Organizational Management in Workflow Applications – Issues and Perspectives
Information Technology and Management
A Guide To The Project Management Body Of Knowledge (PMBOK Guides)
A Guide To The Project Management Body Of Knowledge (PMBOK Guides)
The Work System Method: Connecting People, Processes, and IT for Business Results
The Work System Method: Connecting People, Processes, and IT for Business Results
TAMODIA'09 Proceedings of the 8th international conference on Task Models and Diagrams for User Interface Design
Coherent task modeling and execution based on subject-oriented representations
TAMODIA'09 Proceedings of the 8th international conference on Task Models and Diagrams for User Interface Design
Investigating the effects of business process orientation on organizational innovation performance
Information and Management
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The literature offers a multitude of modeling and assessment techniques to represent differing enterprise stakeholder perspectives and interests in business process innovation. While each technique yields valuable insights into possibilities for innovating business processes, these insights are limited as they are derived from a particular perspective. This paper presents an alternate approach that focuses on multiple stakeholders with differing and potentially conflicting perceptions of the state of current practice and directions for future innovation. The proposed approach can be used to capture, synthesize, and reconcile multiple stakeholder perceptions to yield a comprehensive foundation for business process innovation. Rather than being constrained by pre-conceived formalisms, this approach begins with subjective perceptions of involved stakeholders. The approach results in an informal as-is model, assessments of its strengths and weaknesses, and recommendations for how to innovate the business process. The approach encompasses four stages: engage process stakeholders; collect process data; explicate process knowledge; and, design process innovations. The argument combines the business process modeling and stakeholder analysis literature; it draws upon a case study of process innovation in a knowledge-intensive enterprise; and, it provides practical lessons for how to organize and support business process innovation based on stakeholder perceptions.