Skip to main content

Results

  • Chapter
  • First Online:
Process-Oriented Dynamic Capabilities

Part of the book series: SpringerBriefs in Information Systems ((BRIEFSINORMAT))

  • 983 Accesses

Abstract

In the exposition (Sect. 4.1), a research gap with regards to the theoretical understanding of BPM and service innovation was outlined. In order to show the existence of this gap and, thus, to prevent an unintended repetition of work that has already been done, a literature review was conducted (Niehaves and Plattfaut 2011).

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 39.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 54.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    A conceptual meta-model of ProcBiz can be found in the appendix.

  2. 2.

    A conceptual meta-model of the ProcBiz modeling method is presented in the appendix. The data model of OctoProz builds upon this meta-model.

References

  • Alam, I., & Perry, C. (2002). A customer-oriented new service development process. Journal of Services Marketing, 16(6), 515–534.

    Article  Google Scholar 

  • Alter, S. (2002). The work system method for understanding information systems and information system research. Communications of the Association for Information Systems (AIS), 9(6), 90–104.

    Google Scholar 

  • Amit, R., & Schoemaker, P. (1993). Strategic assets and organizational rent. Strategic Management Journal, 14(1), 33–46.

    Article  Google Scholar 

  • Amit, R., & Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22(6–7), 493–520.

    Article  Google Scholar 

  • Armistead, C., & Machin, S. (1997). Implications of business process management for operations management. International Journal of Operations and Production Management, 17(9), 886–898.

    Article  Google Scholar 

  • Armistead, C., & Machin, S. (1998). Business process management: Implications for productivity in multi-stage service networks. International Journal of Service Industry Management, 9(4), 323–336.

    Article  Google Scholar 

  • Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.

    Article  Google Scholar 

  • Barreto, I. (2009). Dynamic capabilities: A review of past research and an agenda for the future. Journal of Management, 36(1), 256–280.

    Article  Google Scholar 

  • Basadur, M., Pringle, P., Speranzini, G., & Bacot, M. (2000). Collaborative problem solving through creativity in problem definition: Expanding the pie. Creativity and Innovation Management, 9(1), 54–76.

    Article  Google Scholar 

  • Bashein, B. J., Markus, M. L., & Riley, P. (1994). Preconditions for BPR success and how to prevent failures. Information Systems Management, 11(2), 7–13.

    Article  Google Scholar 

  • Becker, J., Malsbender, A., Ortbach, K., Plattfaut, R., Voigt, M., Höhenberger, S., et al. (2013). Business modeling—Geschäftsmodelle prozessorientiert und kollaborativ entwickeln. Zeitschrift Führung + Organisation, 82(2), 137–145.

    Google Scholar 

  • Bergman, M., King, J. L., & Lyytinen, K. (2002). Large-scale requirements analysis revisited: The need for understanding the political ecology of requirements engineering. Requirements Engineering, 7(3), 152–171.

    Article  Google Scholar 

  • Bernstein, B., & Singh, P. (2006). An integrated innovation process model based on practices of Australian biotechnology firms. Technovation, 26(5–6), 561–572.

    Article  Google Scholar 

  • Betz, F. (2002). Strategic business models. Engineering Management Journal, 14(1), 21–27.

    Google Scholar 

  • Bhave, M. (1994). A process model of entrepreneurial venture creation. Journal of Business Venturing, 9(3), 223–242.

    Article  Google Scholar 

  • Bitner, M. J., Ostrom, A. L., & Morgan, F. N. (2008). Service blueprinting: A practical technique for service innovation. California Management Review, 50(3), 66–95.

    Article  Google Scholar 

  • Bowman, C., & Ambrosini, V. (2003). How the resource-based and the dynamic capability views of the firm inform corporate-level strategy. British Journal of Management, 14(4), 289–303.

    Article  Google Scholar 

  • Bruch, H., & Kunze, F. (2007). Management einer aging workforce: Ansätze zu Kultur und Führung. Zeitschrift Führung + Organisation, 76(2), 72–77.

    Google Scholar 

  • Bullinger, H.-J., Fähnrich, K.-P., & Meiren, T. (2003). Service engineering: Methodical development of new service products. International Journal of Production Economics, 85(3), 275–287.

    Article  Google Scholar 

  • Cattell, R. B. (1971). Abilities: Their structure, growth, and action. Boston: Houghton Mifflin.

    Google Scholar 

  • Collis, D. J. (1994). Research note: How valuable are organizational capabilities? Strategic Management Journal, 15(1), 143–152.

    Article  Google Scholar 

  • Daniel, E. M., & Wilson, H. N. (2003). The role of dynamic capabilities in e-business transformation. European Journal of Information Systems, 12(4), 282–296.

    Article  Google Scholar 

  • DeToro, I., & McCabe, T. (1997). How to stay flexible and elude fads. Quality Progress, 30(3), 55–60.

    Google Scholar 

  • Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10–11), 1105–1121.

    Article  Google Scholar 

  • Fisher, D. M. (2004). The business process maturity model: A practical approach for identifying opportunities for optimization. Business Process Trends, 9(4), 13.

    Google Scholar 

  • Gough, H. G., & Heilbrun, A. B. J. (1965). The adjective check list manual. Palo Alto: Consulting Psychologists Press.

    Google Scholar 

  • Harmon, P. (2007). Business process change (2nd ed.). Burlington: Morgan Kaufmann.

    Google Scholar 

  • Helfat, C. E., & Peteraf, M. A. (2003). The dynamic resource-based view: Capability lifecycles. Strategic Management Journal, 24(10), 997–1010.

    Article  Google Scholar 

  • Katzan, H. (2008). Service science: Concepts, technology, management. New York: iUniverse.

    Google Scholar 

  • Kim, G., Shin, B., Kim, K. K., & Lee, H. G. (2011). IT capabilities, process-oriented dynamic capabilities, and firm financial performance. Journal of the Association for Information Systems (AIS), 12(7), 487–517.

    Google Scholar 

  • Koch, H. (2010). Developing dynamic capabilities in electronic marketplaces: A cross-case study. The Journal of Strategic Information Systems, 19(1), 28–38.

    Article  Google Scholar 

  • Kotter, J. P. (2007). Leading change: Why transformation efforts fail. Harvard Business Review, Jan, 92–107.

    Google Scholar 

  • Learned, E. P., Christensen, C. R., Andrews, K. R., & Guth, W. D. (1969). Business policy: Text and cases (2nd ed.). Homewood: Irwin.

    Google Scholar 

  • Lee, C.-S. (2001). An analytical framework for evaluating e-commerce business models and strategies. Internet Research, 11(4), 349–359.

    Article  Google Scholar 

  • Lewin, K., & Cartwright, D. (1951). Field theory in social science. New York: Harper & Brothers.

    Google Scholar 

  • Lyytinen, K., & Newman, M. (2008). Explaining information systems change: A punctuated socio-technical change model. European Journal of Information Systems, 17(6), 589–613.

    Article  Google Scholar 

  • Lyytinen, K., Mathiassen, L., & Kuula, M. (1996). A framework for software risk management. Journal of Information Technology, 11(4), 275–287.

    Article  Google Scholar 

  • Majaro, S. (1988). The creative gap: Managing ideas for profit. London: Longman Trade/Caroline House.

    Google Scholar 

  • Maleyeff, J. (2011). Factors impacting innovation in new service offerings. Journal of Service Science and Management, 4(2), 111–117.

    Article  Google Scholar 

  • Malsbender, A., Ortbach, K., Plattfaut, R., Voigt, M., & Niehaves, B. (2013). Process-oriented business modeling—An application in the printing industry. In International IFIP Working Conference on Enterprise InteroperabilityWorkshop on Interoperability to Support Business-IT Alignment, Twente. Netherlands.

    Google Scholar 

  • March, S. T., & Smith, G. F. (1995). Design and natural science research on information technology. Decision Support Systems, 15(4), 251–266.

    Article  Google Scholar 

  • Menor, L. J., Tatikonda, M. V., & Sampson, S. E. (2002). New service development: Areas for exploitation and exploration. Journal of Operations Management, 20(2), 135–157.

    Article  Google Scholar 

  • Mento, A., Jones, R., & Dirndorfer, W. (2002). A change management process: Grounded in both theory and practice. Journal of Change Management, 3(1), 45–59.

    Article  Google Scholar 

  • Meyer, J. W., Boli-Bennett, J., & Chase-Dunn, C. (1975). Convergence and divergence in development. Annual Review of Sociology, 1(1), 223–246.

    Article  Google Scholar 

  • Niehaves, B., & Plattfaut, R. (2011). Collaborative business process management: Status Quo and Quo Vadis. Business Process Management Journal, 17(3), 384–402.

    Article  Google Scholar 

  • Niehaves, B., Plattfaut, R., & Becker, J. (2010). Does your business process management (still) fit the market?—A dynamic capability perspective on BPM strategy development. In Proceedings of the 16th Americas Conference on Information Systems (AMCIS), Lima, Peru.

    Google Scholar 

  • Niehaves, B., Plattfaut, R., Budde, M., & Becker, J. (2011a). Business process governance: A qualitative case study at production. In Proceedings of the 17th Americas Conference on Information Systems (AMCIS), Detroit, USA.

    Google Scholar 

  • Niehaves, B., Plattfaut, R., & Sarker, S. (2011b). Understanding dynamic IS capabilities for effective process change: A theoretical framework and an empirical application. In Proceedings of the 32nd International Conference on Information Systems (ICIS), Shanghai, China.

    Google Scholar 

  • Niehaves, B., Plattfaut, R., & Becker, J. (2012). Business process governance: A comparative study of Germany and Japan. Business Process Management Journal, 18(2), 347–371.

    Article  Google Scholar 

  • Niehaves, B., Plattfaut, R., & Becker, J. (2013). Business process management capabilities in local governments: A multi-method study. Government Information Quarterly, 30(3), 217--225.

    Google Scholar 

  • Ortbach, K., Plattfaut, R., Pöppelbuß, J., & Niehaves, B. (2012). A dynamic capability-based framework for business process management: Theorizing and empirical application. In Proceedings of the 45th Hawaii International Conference on System Sciences (HICSS), Maui, USA.

    Google Scholar 

  • Osterwalder, A., & Pigneur, Y. (2010). Business model generation. New Jersey: Wiley.

    Google Scholar 

  • Penrose, E. P. (1959). The theory of the growth of the firm. Oxford: Blackwell Publishing Ltd.

    Google Scholar 

  • Plattfaut, R. (2012). Diskontinuierliche Erwerbsbiografien und alternde Belegschaften als Herausforderung für das Management von Prozessen in der Verwaltung. Verwaltung and Management, 18(4), 218–222.

    Google Scholar 

  • Plattfaut, R., Niehaves, B., & Becker, J. (2012). Capabilities for service innovation: A qualitative case study in the consulting industry. In Proceedings of the 16th Pacific Asia Conference on Information Systems (PACIS), Ho Chi Minh City, Vietnam.

    Google Scholar 

  • Plattfaut, R., Niehaves, B., Voigt, M., Malsbender, A., Ortbach, K., & Pöppelbuß, J. (2013a). IT and collaboration in service innovation: A dynamic capability perspective. In Proceedings of the 21st European Conference for Information Systems (ECIS), Utrecht, Netherlands.

    Google Scholar 

  • Plattfaut, R., Niehaves, B., Voigt, M., Malsbender, A., Ortbach, K., & Pöppelbuß, J. (2013b). What makes service innovation successful? A dynamic capability perspective. Unpublished manuscript.

    Google Scholar 

  • Pöppelbuß, J. (2012). Business process management in service networksCapability assessment and improvement. Dissertation. Wirtschaftswissenschaftliche Fakultät. Westfälische Wilhelms-Universität Münster.

    Google Scholar 

  • Pöppelbuß, J., Niehaves, B., Simons, A., & Becker, J. (2011a). Maturity models in information systems research: Literature search and analysis. Communications of the AIS, 29(Article 27), 505–527.

    Google Scholar 

  • Pöppelbuß, J., Plattfaut, R., Ortbach, K., Malsbender, A., Voigt, M., Niehaves, B., et al. (2011b). Service innovation capability: Proposing a new framework. In Proceedings of the 3rd International Symposium on Services Science (ISSS) in conjunction with the Federated Conference on Computer Science and Information Systems (FedCSIS), Szczecin, Poland.

    Google Scholar 

  • Pritchard, J.-P., & Armistead, C. (1999). Business process management—Lessons from European business. Business Process Management Journal, 5(1), 10–32.

    Article  Google Scholar 

  • Ringle, C. M., Sarstedt, M., & Straub, D. (2012). Editor’s comments—A critical look at the use of PLS-SEM in MIS quarterly. MIS Quarterly, 36(1), iii–xiv.

    Google Scholar 

  • Rosemann, M., & De Bruin, T. (2005). Towards a business process management maturity model. In Proceedings of the 13th European Conference on Information Systems (ECIS), Regensburg, Germany, pp. 521–532.

    Google Scholar 

  • Rosemann, M., & vom Brocke, J. (2010). The six core elements of business process management,” In J. vom Brocke & M. Rosemann (Eds.), Handbook on business process management 1 (pp. 107–122). Berlin/Heidelberg: Springer.

    Google Scholar 

  • Rosemann, M., De Bruin, T., & Power, B. (2006). A model to measure business process management maturity and improve performance. In J. Jeston & J. Nelis (Eds.), Business process management: Practical guidelines to successful implementations (pp. 299–315). Butterworth Heinemann: Burlington.

    Google Scholar 

  • Shulver, M. (2005). Operational loss and new service design. International Journal of Service Industry Management, 16(5), 455–479.

    Article  Google Scholar 

  • Spohrer, J. C., & Maglio, P. P. (2008). The emergence of service science: Toward systematic service innovations to accelerate co-creation of value. Production and Operations Management, 17(3), 238–246.

    Article  Google Scholar 

  • Stevens, E., & Dimitriadis, S. (2005). Managing the new service development process: Towards a systemic model. European Journal of Marketing, 39(1–2), 175–198.

    Article  Google Scholar 

  • Teece, D. J. (2009). Dynamic capabilities and strategic management: Organizing for innovation and growth. Oxford: Oxford University Press.

    Google Scholar 

  • Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.

    Article  Google Scholar 

  • Thorelli, H. B. (1986). Networks: Between markets and hierarchies. Strategic Management Journal, 7(1), 37–51.

    Article  Google Scholar 

  • Timmers, P. (1998). Business models for electronic markets. Electronic Markets, 8(2), 3–8.

    Article  Google Scholar 

  • Trkman, P. (2010). The critical success factors of business process management. International Journal of Information Management, 30(2), 125–134.

    Article  Google Scholar 

  • Voigt, M., Fordey, M., Malsbender, A., Ortbach, K., Plattfaut, R., & Niehaves, B. (2013a). Business modeling needs process-orientation—Framework development and testing. Unpublished manuscript.

    Google Scholar 

  • Voigt, M., Ortbach, K., Plattfaut, R., & Niehaves, B. (2013b). Developing creative business models—The OctoProz tool. In 8th International Conference on Design Science Research in Information Systems and Technology (DESRIST), Helsinki, Finland, pp. 456–462.

    Google Scholar 

  • Voigt, M., Plattfaut, R., Ortbach, K., Malsbender, A., & Niehaves, B. (2013c). Does business modeling benefit from process-thinking? Insights from a group experiment. Unpublished manuscript.

    Google Scholar 

  • Wade, M., & Hulland, J. (2004). Review: The resource-based view and information systems research: Review, extension and suggestions for future research. MIS Quarterly, 28(1), 107–142.

    Google Scholar 

  • Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171–180.

    Article  Google Scholar 

  • Williamson, O. E. (1975). Markets and hierarchies: Analysis and antitrust implications. New York: Free Press.

    Google Scholar 

  • Winter, S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10), 991–995.

    Article  Google Scholar 

  • Zairi, M. (1997). Business process management: A boundaryless approach to modern competitiveness. Business Process Management Journal, 3(1), 64–80.

    Article  Google Scholar 

  • Zairi, M., & Sinclair, D. (1995). Business process re-engineering and process management: A survey of current practice and future trends in integrated management. Business Process Re-engineering and Management Journal, 1(1), 8–30.

    Article  Google Scholar 

  • Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13(3), 339–351.

    Article  Google Scholar 

  • Zwicker, J., Fettke, P., & Loos, P. (2010). Business process maturity in public administrations. In J. vom Brocke & M. Rosemann (Eds.), Handbook on business process management 2 (pp. 369–400). Berlin/Heidelberg: Springer.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Ralf Plattfaut .

Rights and permissions

Reprints and permissions

Copyright information

© 2014 The Author(s)

About this chapter

Cite this chapter

Plattfaut, R. (2014). Results. In: Process-Oriented Dynamic Capabilities. SpringerBriefs in Information Systems. Springer, Cham. https://doi.org/10.1007/978-3-319-03251-1_4

Download citation

Publish with us

Policies and ethics