Membangun Agenda Pelengkap Untuk Manajemen Proses Bisnis dan Inovasi Digital

Authors

  • Firman Sukmayadi Sukmayadi Stimik LIKMI Bandung

DOI:

https://doi.org/10.55927/fjmr.v1i3.757

Keywords:

manajemen, proses bisnis, inovasi digital

Abstract

Dunia berkobar dengan perubahan dan inovasi digital memicu api Manajemen proses dapat membantu menyalurkan panas menjadi pekerjaan yang bermanfaat. Sayangnya, penelitian tentang inovasi digital dan manajemen proses telah dilakukan oleh komunitas terpisah yang beroperasi di bawah asumsi ortogonal. Kami berpendapat bahwa sintesis asumsi diperlukan untuk menyatukan aliran penelitian ini. Kami menawarkan saran tentang bagaimana asumsi ini dapat diperbarui untuk memfasilitasi percakapan konvergen antara dua aliran penelitian. Kami juga menyarankan cara agar metodologi dari masing-masing aliran dapat bermanfaat bagi yang lain. Bersama dengan tiga studi empiris teladan yang termasuk dalam edisi khusus tentang manajemen proses bisnis dan inovasi digital, kami mengembangkan landasan yang lebih luas untuk menemukan kembali penelitian tentang manajemen proses bisnis di dunia yang penuh dengan inovasi digital.

Downloads

Download data is not yet available.

References

Antonius Alijoyo. (2021). Risk Management Implementation in Public Sector Organizations: A Case Study of Indonesia, ORGANIZATIONAL STUDIES: AN INTERNATIONAL JOURNAL, Volume 22, Issue 1, 20121.

Avital, M., & Te’Eni, D. (2009). From generative fit to generative capacity: Exploring an emerging dimension of information systems design and task performance. Information Systems Journal, 19(4), 345–367. https://doi. org/10.1111/j.1365-2575.2007.00291.x

Benner, M. J., & Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review, 28 (2), 238–256. https://doi.org/10.2307/30040711

Bruno, G., Dengler, F., Jennings, B., Khalaf, R., Nurcan, S., Prilla, M., . . . Silva, R. (2011). Key challenges for enabling agile bpm with social software. Journal of Software Maintenance and Evolution: Research and Practice, 23 (4), 297–326. https://doi.org/10.1002/smr.523

Bygstad, B., & Øvrelid, E. (2020). Architectural alignment of process innovation and digital infrastructure in a high-tech hospital. European Journal of Information Systems, 29(forthcoming). https://doi.org/10.1080/ 0960085X.2020.1728201

Dittrich, K., & Seidl, D. (2018). Emerging intentionality in routine dynamics: A pragmatist view. Academy of Management Journal, 61(1), 111–138. https://doi.org/ 10.5465/amj.2015.0010

Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. A. (2018). Fundamentals of business process management (2nd ed.). Springer.

Feldman, M. S., & Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48(1), 94–118. https://doi.org/10.2307/3556620

Fichman, R. G., Dos Santos, B. L., & Zheng, Z. (2014). Digital innovation as a fundamental and powerful concept in the information systems curriculum. MIS Quarterly, 38(2), 329–353. https://doi.org/10.25300/ MISQ/2014/38.2.01

Floridi, L. (2012). The road to the philosophy of information. In H. Demir (Ed.), Luciano floridi’s philosophy of technology (pp. 245–271). Springer.

Grisold, T., Wurm, B., Mendling, J., & Vom Brocke, J. (2020). Using process mining to support theorizing about change in organizations [Paper presented]. 53rd Hawaii international conference on system sciences, Maui, Hawaii.

Hammer, M. (1990). Reengineering work: Don’t automate, obliterate. Harvard Business Review, 68(4), 104 112. Retrived from https://hbr.org/1990/07/reengineeringwork-dont-automate-obliterate

Hargadon, A. B. (2006). Bridging old worlds and building new ones: Toward a microsociology of creativity. In L. L. Thompson & H.-S. Choi (Eds.), Creativity and innovation in organizational teams (pp. 199–216). Lawrence Erlbaum Associates

Hernes, T. (2017). Process as the becoming of temporal trajectory. In A. Langley & H. Tsoukas (Eds.), The sage handbook of process organization studies (pp. 601–606). Sage.

Jans, M., van der Werf, J. M., Lybaert, N., & Vanhoof, K. (2011). A business process mining application for internal transaction fraud mitigation. Expert Systems with Applications, 38(10), 13351–13359. https://doi.org/ 10.1016/j.eswa.2011.04.159

Lacity, M., & Wilcocks, L. (2017). A new approach to automating services. MIT Sloan Management Review,58(1), 41 49. https://doi.org/10.7551/mitpress/11633.003.0015

Langley, A., & Tsoukas, H. (Eds.). (2017). The sage handbook of process organization studies. Sage.

Leymann, F., & Roller, D. (2000). Production workflow: Concepts and techniques. Prentice Hall.

Mikalef, P., & Krogstie, J. (2020). Examining the interplay between big data analytics and contextual factors in driving process innovation capabilities. European Journal of Information Systems, 29(forthcoming). https://doi.org/10. 1080/0960085X.2020.1740618

Mikalef, P., & Krogstie, J. (2020). Examining the interplay between big data analytics and contextual factors in driving process innovation capabilities. European Journal of Information Systems, 29(forthcoming). https://doi.org/10. 1080/0960085X.2020.1740618

Nambisan, S., Lyytinen, K., Majchrzak, A., & Song, M. (2017). Digital innovation management: Reinventing innovation management research in a digital world. MIS Quarterly, 41(1), 223–238. https://doi.org/10.25300/ MISQ/2017/41:1.03

Poll, R., Polyvyanyy, A., Rosemann, M., Röglinger, M., & Rupprecht, L. (2018). Process forecasting: Towards proactive business process management [Paper presented]. 16th International conference on business process management, Sydney, Australia

Puranam, P., Alexy, O., & Reitzig, M. (2014). What’s “new” about new forms of organizing? Academy of Management Review, 39(2), 162–180. https://doi.org/10.5465/amr. 2011.0436

Silver, B. (2009). Bpmn method and style: A levels-based methodology for bpm process modeling and improvement using bpmn 2.0. Cody-Cassidy Press.

Swanson, E. B. (2019). Technology as routine capability. MIS Quarterly, 43(3), 1007–1024. https://doi.org/10. 25300/MISQ/2019/14653

Tilson, D., Lyytinen, K., & Sørensen, C. (2010). Digital infrastructures: The missing is research agenda. Information Systems Research, 21(4), 748–759. https:// doi.org/10.1287/isre.1100.0318

van der Aalst, W. M. P., Weijters, A. J. M. M., & Maruster, L. (2004). Workflow mining: Discovering process models from event logs. IEEE Transactions on Knowledge and Data Engineering, 16(9), 1128–1142. https://doi.org/10. 1109/TKDE.2004.47

Vom Brocke, J., & Rosemann, M. (Eds.). (2015). Handbook on business process management 1: Introduction, methods and information systems (2nd ed.). Springer.

Von Hippel, E., & Von Krogh, G. (2016). Identifying viable “need–solution pairs”: Problemsolving without problem formulation. Organization Science, 27(1), 207–221. https://doi.org/10.1287/orsc.2015.1023

Werder, K., Seidel, S., Recker, J., Berente, N., Kundert-Gibbs, J., Abboud, N., & Benzeghadi, Y. (2020). Data-driven, datainformed, data-augmented: How ubisoft’s ghost recon wildlands live unit uses data for continuous product innovation. California Management Review, 63(3), forthcoming. https:// doi.org/10.1177/0008125620915290

Downloads

Published

2022-07-30

How to Cite

Sukmayadi, F. S. (2022). Membangun Agenda Pelengkap Untuk Manajemen Proses Bisnis dan Inovasi Digital. Formosa Journal of Multidisciplinary Research, 1(3), 769–784. https://doi.org/10.55927/fjmr.v1i3.757

Issue

Section

Articles