Capabilities for managing business processes: a measurement instrument

Amy Van Looy

54 citations0/0 files storedBusiness Process Management Journal

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Business Process Modeling and Analysis Management Systems and Quality Improvement Business and Management Studies

Abstract

Purpose Well-founded measurements are of high value because a better connection between business process management (BPM) and maturity models (MMs) improves an organization’s performance. Although MMs are appropriate tools for organizations to manage their business processes and, therefore, enjoy popularity, most of these models suffer from their foundation, validation and/or capability coverage. The purpose of this paper is to address this issue by providing metrics to measure and manage business processes. Design/methodology/approach A high-standard and multistaged procedure was followed to systematically develop and validate the measurement instrument involving international academics and practitioners across four continents. Different rounds were used for item identification, item selection, item revision, instrument preparation (pretest and pilot) and instrument application using partial least squares structural equation modeling. Findings The instrument measures 4 main capability areas, 13 subareas and 62 items. The work explains how to conduct BPM assessments in a more theoretically sound way and reports on the instrument’s development to show high levels of construct validity, content validity and reliability. Research limitations/implications The author provides a rigorous and more evidence-based instrument, facilitating the BPM discipline’s need of empirical research. Practical implications The author proposes parameters to configure the instrument. Originality/value Serving as a reference framework, the instrument strengthens BPM’s empirical and theoretical foundations. Since the instrument is free for scholars and practitioners, the author illustrates the research streams and business situations in which the instrument can be applied (in full or in part). This paper paves the way for transforming the instrument into an optimization MM with advice or improvement paths, bridging the gap between theory and practice.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 54 citations exist upstream.

References

1984A resource‐based view of the firm 2011PLS-SEM: Indeed a Silver Bullet 2000Dynamic capabilities: what are they?1991Development of an Instrument to Measure the Perceptions of Adopting an Information Technology Innovation 2016Using PLS path modeling in new technology research: updated guidelines 2011Construct Measurement and Validation Procedures in MIS and Behavioral Research: Integrating New and Existing Techniques1 2007Specifying Formative Constructs in Information Systems Research 2010Exploratory Factor Analysis: A Five-Step Guide for Novices

Cited by

2024Business process management in the age of AI – three essential drifts 2021How the COVID ‐19 pandemic can stimulate more radical business process improvements: Using the metaphor of a tree 2020The Link between Business Process Management and Quality Management 2022Process innovation capability in less-structured business processes: a systematic literature review 2022On the Importance of Project Management Capabilities for Sustainable Business Process Management

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.