Contributions of Business Process Management Promotion Techniques to Knowledge Management: Empirical Evidence
Autor(a) principal: | |
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Data de Publicação: | 2020 |
Outros Autores: | , , |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Brazilian Journal of Operations & Production Management (Online) |
Texto Completo: | https://bjopm.org.br/bjopm/article/view/987 |
Resumo: | Goal: Knowledge Management (KM) has been increasingly used by organizations to help innovation and gain competitive advantage; however, the implementation of KM may turn in bad results, because of functional isolation. In contrast, Business Process Management (BPM) is an approach that removes functional isolation, establishing end-to-end processes perspective through cycle promotion and usage of management techniques. Therefore, the aim is to understand how the techniques used to promote BPM contribute to KM. Design/ Methodology/ Approach: In step 1, a systematic review of the literature was carried out on the scientific bases, trying to understand how the literature dealt with the relationship between BPM and KM techniques in the last 10 years. In step 2, there was a project to promote BPM in a public hospital. Stage 3 sought to understand the leaders' perceptions about the possible contributions of BPM techniques to KM. Results: BPM acts promoting participation and sharing (social aspects); collecting information about the organization and identifies problems (cognitive aspects); allowing decision making to solve problems (strategic aspects); explaining tacit information, organizing and compiling explicit information (technological aspects) in order to enable changes in systems. Limitations of the investigation: single case study. Practical implications: BPM project collaborates to expand the diversity of information sources, opens the organization to external knowledge, with external consultant’s participation, also it provides communication expanding between areas, thus, improving customer service. Originality/ Value: this work contributes to show a valuable combination of techniques and how each one contributes to an essential resource as knowledge. |
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Brazilian Journal of Operations & Production Management (Online) |
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Contributions of Business Process Management Promotion Techniques to Knowledge Management: Empirical EvidenceKnowledge Management; Business Process Management; Techniques.Goal: Knowledge Management (KM) has been increasingly used by organizations to help innovation and gain competitive advantage; however, the implementation of KM may turn in bad results, because of functional isolation. In contrast, Business Process Management (BPM) is an approach that removes functional isolation, establishing end-to-end processes perspective through cycle promotion and usage of management techniques. Therefore, the aim is to understand how the techniques used to promote BPM contribute to KM. Design/ Methodology/ Approach: In step 1, a systematic review of the literature was carried out on the scientific bases, trying to understand how the literature dealt with the relationship between BPM and KM techniques in the last 10 years. In step 2, there was a project to promote BPM in a public hospital. Stage 3 sought to understand the leaders' perceptions about the possible contributions of BPM techniques to KM. Results: BPM acts promoting participation and sharing (social aspects); collecting information about the organization and identifies problems (cognitive aspects); allowing decision making to solve problems (strategic aspects); explaining tacit information, organizing and compiling explicit information (technological aspects) in order to enable changes in systems. Limitations of the investigation: single case study. Practical implications: BPM project collaborates to expand the diversity of information sources, opens the organization to external knowledge, with external consultant’s participation, also it provides communication expanding between areas, thus, improving customer service. Originality/ Value: this work contributes to show a valuable combination of techniques and how each one contributes to an essential resource as knowledge.Brazilian Association for Industrial Engineering and Operations Management (ABEPRO)2020-09-29info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionResearch paperapplication/pdfhttps://bjopm.org.br/bjopm/article/view/98710.14488/10.14488/BJOPM.2020.034Brazilian Journal of Operations & Production Management; Vol. 17 No. 3 (2020): September, 2020 - Special Issue; 1-132237-8960reponame:Brazilian Journal of Operations & Production Management (Online)instname:Associação Brasileira de Engenharia de Produção (ABEPRO)instacron:ABEPROenghttps://bjopm.org.br/bjopm/article/view/987/942Copyright (c) 2020 Ana Augusta Almeida de Souza dos Santos, Silvia Inês Dallavalle de Pádua, PhD, Ronaldo Bernardo Junior, PhD, Emerson Lima Aredes, Masterinfo:eu-repo/semantics/openAccessdos Santos, Ana Augusta Almeida de SouzaPádua, Silvia Inês Dallavalle deBernardo Junior, RonaldoAredes, Emerson Lima2020-09-30T12:35:40Zoai:ojs.bjopm.org.br:article/987Revistahttps://bjopm.org.br/bjopmONGhttps://bjopm.org.br/bjopm/oaibjopm.journal@gmail.com2237-89601679-8171opendoar:2023-03-13T09:45:25.324178Brazilian Journal of Operations & Production Management (Online) - Associação Brasileira de Engenharia de Produção (ABEPRO)false |
dc.title.none.fl_str_mv |
Contributions of Business Process Management Promotion Techniques to Knowledge Management: Empirical Evidence |
title |
Contributions of Business Process Management Promotion Techniques to Knowledge Management: Empirical Evidence |
spellingShingle |
Contributions of Business Process Management Promotion Techniques to Knowledge Management: Empirical Evidence dos Santos, Ana Augusta Almeida de Souza Knowledge Management; Business Process Management; Techniques. |
title_short |
Contributions of Business Process Management Promotion Techniques to Knowledge Management: Empirical Evidence |
title_full |
Contributions of Business Process Management Promotion Techniques to Knowledge Management: Empirical Evidence |
title_fullStr |
Contributions of Business Process Management Promotion Techniques to Knowledge Management: Empirical Evidence |
title_full_unstemmed |
Contributions of Business Process Management Promotion Techniques to Knowledge Management: Empirical Evidence |
title_sort |
Contributions of Business Process Management Promotion Techniques to Knowledge Management: Empirical Evidence |
author |
dos Santos, Ana Augusta Almeida de Souza |
author_facet |
dos Santos, Ana Augusta Almeida de Souza Pádua, Silvia Inês Dallavalle de Bernardo Junior, Ronaldo Aredes, Emerson Lima |
author_role |
author |
author2 |
Pádua, Silvia Inês Dallavalle de Bernardo Junior, Ronaldo Aredes, Emerson Lima |
author2_role |
author author author |
dc.contributor.author.fl_str_mv |
dos Santos, Ana Augusta Almeida de Souza Pádua, Silvia Inês Dallavalle de Bernardo Junior, Ronaldo Aredes, Emerson Lima |
dc.subject.por.fl_str_mv |
Knowledge Management; Business Process Management; Techniques. |
topic |
Knowledge Management; Business Process Management; Techniques. |
description |
Goal: Knowledge Management (KM) has been increasingly used by organizations to help innovation and gain competitive advantage; however, the implementation of KM may turn in bad results, because of functional isolation. In contrast, Business Process Management (BPM) is an approach that removes functional isolation, establishing end-to-end processes perspective through cycle promotion and usage of management techniques. Therefore, the aim is to understand how the techniques used to promote BPM contribute to KM. Design/ Methodology/ Approach: In step 1, a systematic review of the literature was carried out on the scientific bases, trying to understand how the literature dealt with the relationship between BPM and KM techniques in the last 10 years. In step 2, there was a project to promote BPM in a public hospital. Stage 3 sought to understand the leaders' perceptions about the possible contributions of BPM techniques to KM. Results: BPM acts promoting participation and sharing (social aspects); collecting information about the organization and identifies problems (cognitive aspects); allowing decision making to solve problems (strategic aspects); explaining tacit information, organizing and compiling explicit information (technological aspects) in order to enable changes in systems. Limitations of the investigation: single case study. Practical implications: BPM project collaborates to expand the diversity of information sources, opens the organization to external knowledge, with external consultant’s participation, also it provides communication expanding between areas, thus, improving customer service. Originality/ Value: this work contributes to show a valuable combination of techniques and how each one contributes to an essential resource as knowledge. |
publishDate |
2020 |
dc.date.none.fl_str_mv |
2020-09-29 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion Research paper |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://bjopm.org.br/bjopm/article/view/987 10.14488/10.14488/BJOPM.2020.034 |
url |
https://bjopm.org.br/bjopm/article/view/987 |
identifier_str_mv |
10.14488/10.14488/BJOPM.2020.034 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
https://bjopm.org.br/bjopm/article/view/987/942 |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Brazilian Association for Industrial Engineering and Operations Management (ABEPRO) |
publisher.none.fl_str_mv |
Brazilian Association for Industrial Engineering and Operations Management (ABEPRO) |
dc.source.none.fl_str_mv |
Brazilian Journal of Operations & Production Management; Vol. 17 No. 3 (2020): September, 2020 - Special Issue; 1-13 2237-8960 reponame:Brazilian Journal of Operations & Production Management (Online) instname:Associação Brasileira de Engenharia de Produção (ABEPRO) instacron:ABEPRO |
instname_str |
Associação Brasileira de Engenharia de Produção (ABEPRO) |
instacron_str |
ABEPRO |
institution |
ABEPRO |
reponame_str |
Brazilian Journal of Operations & Production Management (Online) |
collection |
Brazilian Journal of Operations & Production Management (Online) |
repository.name.fl_str_mv |
Brazilian Journal of Operations & Production Management (Online) - Associação Brasileira de Engenharia de Produção (ABEPRO) |
repository.mail.fl_str_mv |
bjopm.journal@gmail.com |
_version_ |
1797051461509578752 |