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2015 | OriginalPaper | Buchkapitel

Evidence-Based Business Process Management: Using Digital Opportunities to Drive Organizational Innovation

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Abstract

Process improvement and innovation are risky endeavors, like swimming in unknown waters. In this chapter, I will discuss how process innovation through BPM can benefit from Research-as-a-Service, that is, from the application of research concepts in the processes of BPM projects. A further subject will be how innovations can be converted from confidence-based to evidence-based models due to affordances of digital infrastructures such as large-scale enterprise software or social media. I will introduce the relevant concepts, provide illustrations for digital capabilities that allow for innovation, and share a number of key takeaway lessons for how organizations can innovate on the basis of digital opportunities and principles of evidence-based BPM: the foundation of all process decisions in facts rather than fiction.

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Fußnoten
1
Of course, interviewing per se is not necessarily unreliable or inappropriate. In fact, interviewing can be a very usefulness method to scientifically explore different situations—for example how appropriate BPM practitioners—in that organization—judge an organizational culture (Schmiedel, vom Brocke, & Recker, 2013). Interviewing can thus become a very useful method for fact finding—but not necessarily for fact checking or hypothesis testing.
 
2
In replenishment, the forecasting error is typically measured as mean absolute error (MAE) and the mean absolute percentage error (MAPE) (Hyndman & Koehler, 2006).
 
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Metadaten
Titel
Evidence-Based Business Process Management: Using Digital Opportunities to Drive Organizational Innovation
verfasst von
Jan Recker
Copyright-Jahr
2015
DOI
https://doi.org/10.1007/978-3-319-14430-6_9