Business process orientation: An empirical study of its impact on employees' innovativeness

Jing Tang; L. G. Pee; Junichi Iijima

doi:10.1007/978-3-642-36285-9_47

Business process orientation: An empirical study of its impact on employees' innovativeness

Jing Tang^*, L. G. Pee, Junichi Iijima

^*Corresponding author for this work

Tokyo Institute of Technology

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution

1 Citation (Scopus)

Abstract

Under the competitive environment, innovation becomes a destination of many companies. Business process orientation (BPO) represents "a state of mind" of organizations to rethink and redesign the business. This study considers BPO can get the "innovation" ball rolling within organizations through fostering an organizational flow of information and communication. Results from a survey of Japanese companies designate that BPO improves cross-functional integration and customer orientation, which, in turn, motivate employees to innovate. This paper contributes to research by proposing a path model from BPO to employees' innovativeness, which empirically substantiates the effectiveness of business process management towards innovation. The findings suggest managers to cultivate BPO as a key organizational resource and support the process-based interaction internally and externally.

Original language	English
Title of host publication	Business Process Management Workshops - BPM 2012 International Workshops, Revised Papers
Publisher	Springer Verlag
Pages	451-464
Number of pages	14
ISBN (Print)	9783642362842
DOIs	https://doi.org/10.1007/978-3-642-36285-9_47
Publication status	Published - 2013
Externally published	Yes
Event	International Workshop on Business Process Management, BPM 2012 - Tallinn, Estonia Duration: Sept 3 2012 → Sept 3 2012

Publication series

Name	Lecture Notes in Business Information Processing
Volume	132 LNBIP
ISSN (Print)	1865-1348

Conference

Conference	International Workshop on Business Process Management, BPM 2012
Country/Territory	Estonia
City	Tallinn
Period	9/3/12 → 9/3/12

ASJC Scopus Subject Areas

Management Information Systems
Control and Systems Engineering
Business and International Management
Information Systems
Modelling and Simulation
Information Systems and Management

Keywords

Business Process Orientation
Cross-Functional Integration
Customer Orientation
Employees' Innovativeness

Access to Document

10.1007/978-3-642-36285-9_47

Cite this

Tang, J., Pee, L. G., & Iijima, J. (2013). Business process orientation: An empirical study of its impact on employees' innovativeness. In Business Process Management Workshops - BPM 2012 International Workshops, Revised Papers (pp. 451-464). (Lecture Notes in Business Information Processing; Vol. 132 LNBIP). Springer Verlag. https://doi.org/10.1007/978-3-642-36285-9_47

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Tang, J, Pee, LG & Iijima, J 2013, Business process orientation: An empirical study of its impact on employees' innovativeness. in Business Process Management Workshops - BPM 2012 International Workshops, Revised Papers. Lecture Notes in Business Information Processing, vol. 132 LNBIP, Springer Verlag, pp. 451-464, International Workshop on Business Process Management, BPM 2012, Tallinn, Estonia, 9/3/12. https://doi.org/10.1007/978-3-642-36285-9_47

Business process orientation: An empirical study of its impact on employees' innovativeness. / Tang, Jing; Pee, L. G.; Iijima, Junichi.
Business Process Management Workshops - BPM 2012 International Workshops, Revised Papers. Springer Verlag, 2013. p. 451-464 (Lecture Notes in Business Information Processing; Vol. 132 LNBIP).

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution

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T2 - International Workshop on Business Process Management, BPM 2012

AU - Tang, Jing

AU - Pee, L. G.

AU - Iijima, Junichi

PY - 2013

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N2 - Under the competitive environment, innovation becomes a destination of many companies. Business process orientation (BPO) represents "a state of mind" of organizations to rethink and redesign the business. This study considers BPO can get the "innovation" ball rolling within organizations through fostering an organizational flow of information and communication. Results from a survey of Japanese companies designate that BPO improves cross-functional integration and customer orientation, which, in turn, motivate employees to innovate. This paper contributes to research by proposing a path model from BPO to employees' innovativeness, which empirically substantiates the effectiveness of business process management towards innovation. The findings suggest managers to cultivate BPO as a key organizational resource and support the process-based interaction internally and externally.

AB - Under the competitive environment, innovation becomes a destination of many companies. Business process orientation (BPO) represents "a state of mind" of organizations to rethink and redesign the business. This study considers BPO can get the "innovation" ball rolling within organizations through fostering an organizational flow of information and communication. Results from a survey of Japanese companies designate that BPO improves cross-functional integration and customer orientation, which, in turn, motivate employees to innovate. This paper contributes to research by proposing a path model from BPO to employees' innovativeness, which empirically substantiates the effectiveness of business process management towards innovation. The findings suggest managers to cultivate BPO as a key organizational resource and support the process-based interaction internally and externally.

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KW - Cross-Functional Integration

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KW - Employees' Innovativeness

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Business process orientation: An empirical study of its impact on employees' innovativeness

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Keywords

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