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Reconfiguring business processes in the new political and technological landscape
... The business environment has undergone radical changes over the past three decades. A series of technological advances and innovations drive these changes and bring several strategic and operational challenges to modern organizations in both the public and private sectors (Hennelly, Srai, Graham, & Wamba, 2019;Queiroz, Fosso Wamba, De Bourmont, & Telles, 2021;Rowlands & Milligan, 2021). ...
... The results obtained with the research and the theoretical hypothesis (H1) that had been confirmed, infer that a company that maintains the management of its processes characteristically aligned to the "Innovated" level seeks to continuously improve its processes using the understanding of critical business issues and areas, using feedback from performance measures and constantly new ideas and new technologies to improve processes (Baiyere et al., 2020;Battisti et al., 2020;Fosso Wamba & Mishra, 2017;Hennelly et al., 2019;Queiroz et al., 2021). These data reveal the business structure's need to guarantee and maintain guiding principles for good management of business processes, as recommended by Vom Brocke et al. (2014). ...
Purpose
In the current business context, there is a current need to adopt contemporary practices of process management as a competitive advantage to leverage organizational results. This study aims to explore such relationships, considering the performance results in the organizational resilience (OR) dimension.
Design/methodology/approach
The authors collected 82 valid responses from a survey targeted at professionals occupying positions or functions in the operations area. For data analysis, the authors used the technique of structural equation modeling (SEM) using the partial least squares (PLS) algorithm.
Findings
The results show that maturity in the management of business processes positively influences the behavior of OR, with the highest level of maturity primarily being responsible for this impact. This result reveals that resilience naturally depends on mature and well-established processes in the organizational structure. The proposed model explained 78.5% of OR.
Practical implications
Companies that maintain mature management of their business processes will be better able to positively influence OR since process management can make organizations less fragile supply chains and more adaptable to changes.
Originality/value
The findings helped clarify the extent to which process management influences the results of OR. Although the literature indicates that maturity in business processes is formed by five first-order constructs, only the “innovated” dimension proved to be significant in the present study.
... Digitalization plays a significant role in the logistics and supply chain industry. The digital supply chain is being used widely for informing the latest requirements for digital standards and infrastructures and the potential to connect device-aware Apps with their supply chains of products and services (Hennelly et al., 2019). Further, digitized logistics service providers play a significant role in cyber supply chain risk management (CSCRM) processes towards becoming more supply chainoriented and countering events having higher cyber threats that highlight its importance (Creazza et al., 2021). ...
... Table 7 below shows the literature support for each of the technological trends been researched by various researchers. Big Data (Acioli et al., 2021), (Ali et al., 2021), (Bai et al., 2021), (Barbieri et al., 2021), (Braglia et al., 2020), , (Dennehy et al., 2021), (Frederico, 2021), (Garay-Rondero et al., 2020), (Gremyr and Halldorsson, 2021), (Hennelly et al., 2019), , (Hofmann et al., 2020), (Jonsson et al., 2021), (Koh et al., 2019), , (Harris et al., 2021), (Kumar et al., 2021), (Prause et al., 2021), (Hun et al., 2021, (Kaya and Aycin, 2021), (Kamble, et al., 2021), (Zhang et al., 2021), , (Vrana and Singh, 2021a), (Tezel et al., 2020), (Zhang et al., 2020), , (Hofmann et al., 2020), , (Queiroz and Mendes, 2020) 2 Cloud Computing (Acioli et al., 2021), (Bai et al., 2021), (Barbieri et al., 2021), (Braglia et al., 2020), (Culot et al., 2021), (Garay-Rondero et al., 2020), (Gohil and Thakker, 2021), (Haddud and Khare, 2020), , (Jonsson et al., 2021), (Koh et al., 2019), (Ahmed, et al., 2021), (Kumar et al., 2021), (Hun et al., 2021), (Kaya and Aycin, 2021), (Vrana and Singh, 2021a), (Kamble, et al., 2021), (Zhand et al., 2021), (Sun et al., 2021), (Vrana and Singh, 2021b), (Shemov et al., 2020), (Tezel et al., 2020), , , (Trujillo and Hinders, 2019) 3 Additive Manufacturing / 3D printing (Acioli et al., 2021), (Barbieri et al., 2021), (Braglia et al., 2020), (Frederico, 2021), (Garay-Rondero et al., 2020), , (Soares et al., 2021), (Vrana and Singh, 2021a), (Kamble, et al., 2021), (Zhand et al., 2021), (Çalık, 2021), ) (Barbieri et al., 2021), (Dennehy et al., 2021), (Garay-Rondero et al., 2020), (Haddud and Khare, 2020), (Çalık, 2021), (Zhang et al., 2020) 4 Cybersecurity (Bai et al., 2021), (Barbieri et al., 2021), (Braglia et al., 2020), (Creazza et al. 2021), (Culot et al., 2021), (Garay-Rondero et al., 2020), , (Kumar et al., 2021), , (Soares et al., 2021), (Hun et al., 2021), (Kamble, et (Barbieri et al., 2021), (Bischoff and Seuring, 2021), (Creazza et al., 2021), (Dennehy et al., 2021), (Garay-Rondero et al., 2020), (Gohil and Thakker, 2021), , (Hofmann et al., 2020), , (Jonsson et al., 2021), (Koh et al., 2019), (Rogerson and Parry, 2020), , (Chatterjee and Chaudhuri, 2021), (Vrana and Singh, 2021a), (Kamble, et al., 2021), (Zhand et al., 2021), , (Çalık, 2021), (Vrana and Singh, 2021b), (Shemov et al., 2020), (Tezel et al., 2020), (Zhang et al., 2020), (Queiroz and Mendes, 2020) ...
The latest technological advancements have forced logistics and supply chain digitization in general. Organizations that embrace and prepare for change can survive and maintain a competitive position in the new global business environment. In contrast, the industrial businesses that do not implement the new rules will not survive long and will eventually be obsolete. Therefore, the concept of digitization and industrial revolution 4.0 in supply chain management was intended to be reviewed to determine its trending dimensions. This paper conducted a systematic review of 60 articles on the research topic by considering the publication during the period 2017 to 2021. The paper investigated the evolutionary changes in the supply chain's operational functions in the digital and industrial revolution 4.0 context. The main objective of reviewing articles was to identify the new trend on the search topic. Some trends identified in the current research include the use of blockchain in the supply chain and the nine elements of industry 4.0, the internet of things. The paper is equally significant for researchers and practitioners as it explains industry 4.0 and supply chain digitization trends. Future research can evaluate the mathematical, decision-making, and simulation techniques to support the research domain by increasing its applicability. This research allows us to consider the validation of the digital supply chain models and their components presented preliminary by experts that provide a headway toward emerging and new constructs in this domain.
... Digitalization plays a significant role in the logistics and supply chain industry. The digital supply chain is being used widely for informing the latest requirements for digital standards and infrastructures and the potential to connect device-aware Apps with their supply chains of products and services (Hennelly et al., 2019). Further, digitized logistics service providers play a significant role in cyber supply chain risk management (CSCRM) processes towards becoming more supply chainoriented and countering events having higher cyber threats that highlight its importance (Creazza et al., 2021). ...
... Table 7 below shows the literature support for each of the technological trends been researched by various researchers. Big Data (Acioli et al., 2021), (Ali et al., 2021), (Bai et al., 2021), (Barbieri et al., 2021), (Braglia et al., 2020), , (Dennehy et al., 2021), (Frederico, 2021), (Garay-Rondero et al., 2020), (Gremyr and Halldorsson, 2021), (Hennelly et al., 2019), , (Hofmann et al., 2020), (Jonsson et al., 2021), (Koh et al., 2019), , (Harris et al., 2021), (Kumar et al., 2021), (Prause et al., 2021), (Hun et al., 2021, (Kaya and Aycin, 2021), (Kamble, et al., 2021), (Zhang et al., 2021), , (Vrana and Singh, 2021a), (Tezel et al., 2020), (Zhang et al., 2020), , (Hofmann et al., 2020), , (Queiroz and Mendes, 2020) 2 Cloud Computing (Acioli et al., 2021), (Bai et al., 2021), (Barbieri et al., 2021), (Braglia et al., 2020), (Culot et al., 2021), (Garay-Rondero et al., 2020), (Gohil and Thakker, 2021), (Haddud and Khare, 2020), , (Jonsson et al., 2021), (Koh et al., 2019), (Ahmed, et al., 2021), (Kumar et al., 2021), (Hun et al., 2021), (Kaya and Aycin, 2021), (Vrana and Singh, 2021a), (Kamble, et al., 2021), (Zhand et al., 2021), (Sun et al., 2021), (Vrana and Singh, 2021b), (Shemov et al., 2020), (Tezel et al., 2020), , , (Trujillo and Hinders, 2019) 3 Additive Manufacturing / 3D printing (Acioli et al., 2021), (Barbieri et al., 2021), (Braglia et al., 2020), (Frederico, 2021), (Garay-Rondero et al., 2020), , (Soares et al., 2021), (Vrana and Singh, 2021a), (Kamble, et al., 2021), (Zhand et al., 2021), (Çalık, 2021), ) (Barbieri et al., 2021), (Dennehy et al., 2021), (Garay-Rondero et al., 2020), (Haddud and Khare, 2020), (Çalık, 2021), (Zhang et al., 2020) 4 Cybersecurity (Bai et al., 2021), (Barbieri et al., 2021), (Braglia et al., 2020), (Creazza et al. 2021), (Culot et al., 2021), (Garay-Rondero et al., 2020), , (Kumar et al., 2021), , (Soares et al., 2021), (Hun et al., 2021), (Kamble, et (Barbieri et al., 2021), (Bischoff and Seuring, 2021), (Creazza et al., 2021), (Dennehy et al., 2021), (Garay-Rondero et al., 2020), (Gohil and Thakker, 2021), , (Hofmann et al., 2020), , (Jonsson et al., 2021), (Koh et al., 2019), (Rogerson and Parry, 2020), , (Chatterjee and Chaudhuri, 2021), (Vrana and Singh, 2021a), (Kamble, et al., 2021), (Zhand et al., 2021), , (Çalık, 2021), (Vrana and Singh, 2021b), (Shemov et al., 2020), (Tezel et al., 2020), (Zhang et al., 2020), (Queiroz and Mendes, 2020) ...
The latest technological advancements have forced logistics and supply chain digitization in general. Organizations that embrace and prepare for change can survive and maintain a competitive position in the new global business environment. In contrast, the industrial businesses that do not implement the new rules will not survive long and will eventually be obsolete. Therefore, the concept of digitization and industrial revolution 4.0 in supply chain management was intended to be reviewed to determine its trending dimensions. This paper conducted a systematic review of 60 articles on the research topic by considering the publication during the period 2017 to 2021. The paper investigated the evolutionary changes in the supply chain's operational functions in the digital and industrial revolution 4.0 context. The main objective of reviewing articles was to identify the new trend on the search topic. Some trends identified in the current research include the use of blockchain in the supply chain and the nine elements of industry 4.0, the internet of things. The paper is equally significant for researchers and practitioners as it explains industry 4.0 and supply chain digitization trends. Future research can evaluate the mathematical, decision-making, and simulation techniques to support the research domain by increasing its applicability. This research allows us to consider the validation of the digital supply chain models and their components presented preliminary by experts that provide a headway toward emerging and new constructs in this domain.
... Implementing information security management principles enhances corporate productivity and economic performance [46]. ISMS implementation fosters trust, improves corporate image, increases brand awareness, and contributes to financial success. ...
The extensive focus on information technology (IT) within organizations, along with the substantial significance of information security issues, has made information security a top priority for executives. The International Organization for Standardization 27001 (ISO-27001) policy outlines the requirements for an effective Information Security Management System (ISMS). Implementing an ISMS not only enhances the overall profitability of a firm, but it also has a significant impact in various scenarios. In this study, we examined how ISMS implementation can assist corporations financially, with a specific focus on the moderating effect of Indian national culture. We analyzed financial performance following ISMS and ISO-27001 implementation using sample data from 420 Indian small and medium-sized enterprises (SMEs). By analyzing 256 survey questionnaires from 420 SMEs, we found that national culture amplifies the strong interaction between ISMS implementation and SME performance in India. We found that ISMS implementation increased the profitability of recognized Indian firms, supporting study hypotheses. The findings provide valuable insights for SMEs seeking to enhance financial performance through ISMS implementation, emphasizing the moderating role of national culture in shaping these outcomes.
... Bhatti et al. (2021) further argued that digital transformation is the combination of corporate technologies in the manufacturing and services sector to act according to consumer preferences, economic growth, and stability. Similarly, digital supply chains inform the management to trigger their capabilities for digital infrastructures and standards to connect consumer preferences about products and services (Hennelly et al., 2019;Khan et al., 2022b). ...
Drawing on information processing theory and resource-based view (RBV), this study examines the impact of
industry 4.0 on supply chain performance (SCP). The study also explores how supply chain resilience (SCRes) and
supply chain visibility (SCV) influence the association between Industry4.0 and SC performance. Cross-sectional
data was collected from 458 respondents working in food, beverage, and pharmaceutical companies using a
close-ended questionnaire. The study employed partial least square structural equation modeling (PLS-SEM) to
analyze the hypothesized relationships. The findings confirmed a significant and substantial impact of Industry4.0 on SC performance. Similarly, findings also depicted a significant mediating role of SCRes between
Industry 4.0 and SCP. Furthermore, results also found a significant moderating role of SCV in a way that it
reinforced the impact of Industry 4.0 on SCRes. This study provides an understanding of Industry 4.0 applications
and their role between SCRes and SCV. The results of the study suggest the adoption of Industry 4.0 technologies
uplifts SC resilience and SC performance thereon.
... Internet computing also gives rise to the challenges of system complexity, distributed control, governance and cultural differences (Bertolino et al., 2015). As a result, BP modeling and software engineering for Internet computing needs to adapt itself to new challenges faced during architecting, development, deployment, management and quality assurance of Internet software (Bertolino et al., 2015;Hennelly et al., 2019). ...
Purpose
This paper reviews existing business process (BP) modeling languages that are widely used in the industry as well as recent research work on modeling and analysis of BPs in the service-oriented environment and Internetware-based software paradigm. BPs in such environment are different from traditional BPs due to loose coupling of partner services, dynamic and on-the-fly selection of partners and run-time process adaptability. The unique characteristics of these BPs require formal modeling of the requirements and constraints in each phase of their life cycle, including design phase, implementation and deployment phase and execution phase.
Design/methodology/approach
The paper first provides a categorization of typical user requirements in each phase of the BP life cycle. Then a detailed comparison of the selected languages with respect to their requirement modeling and analysis capabilities in each of the identified categories is provided. The paper also discusses new requirements engineering research challenges arising from future software needs and emerging trends in software engineering in the context of Web-services-based BPs and Internetware.
Findings
There is a need to have a framework that provides support for user requirements modeling and analysis for all the phases of BP life cycle in an integrated manner. Such a framework would be useful not only in resolving the inconsistencies between requirements across phases but also in addressing the issues related to BP evolution due to changes in user requirements over time. Moreover, with the Internet of things (IoT) adoption in BPM, there is a need to have an integrated environment that provides support for capturing the resilience requirements of enterprise BPs as well as the mobility constraints of the underlying IoT devices.
Originality/value
This paper reviews existing BP modeling languages and frameworks and discusses the new requirements engineering research challenges arising from future software needs and the emerging trends in BP management in the service-oriented environment and Internetware-based software paradigm.
As global businesses face the difficulties of climate change and the intricacies of Industry 4.0, the demand for resilient supply chains and sustainable practices becomes increasingly urgent. This study examines the effect of parallel mediated external and internal low‐carbon supply chain integration on the resilience of firms influenced by Industry 4.0. We present a resource‐based conceptual framework for mediated external and internal low‐carbon supply chain integration, incorporating the moderating effect of supplier environmental commitment on firm resilience, utilising a quantitative methodology. The study indicates that a supplier's environmental commitment influences a firm's resilience in the integration of a low‐carbon supply chain. Furthermore, findings indicate that external low‐carbon supply chain integration enhances corporate resilience when suppliers display substantial environmental commitment, whereas internal integration is considerably less advantageous. This work advances existing knowledge by elucidating the theoretical interplay of the integration of external low‐carbon supply chains, supplier commitment to environmental sustainability, and resilience within Industry 4.0‐driven enterprises. The study examines the practical implications and suggests potential research avenues to further understanding in this important domain. The results indicate that companies should aim to cultivate supplier relationships and contracts to guarantee environmental management inside the supply chain.
Purpose
Having complexity theory as the overarching conceptual rationale, this paper presents a research model that defines external drivers, strategic and internal business practices and performance outcomes in service firm contexts.
Design/methodology/approach
Using an original survey instrument, the authors empirically examine business process management (1) adopting the mediating roles of shared goal practices and technology imperative practices (2) involving moderating roles of competitive market environments and joint implementation practices.
Findings
In response to dynamic market complexity, firms implement business process management through shared goal practices and technology imperative practices for achieving customer service outcomes. The findings also suggest the moderating roles of competitive pressure and joint implementation practices.
Research limitations/implications
Generalizations here are limited to service firms. Increasing customer service expectations (e.g. simplicity, convenience, visual images and rapid responses) require firms to involve cross-functional work throughout their organizational processes.
Practical implications
In digital environments, business process management requires socio-technological synergy through shared goal practices and technology imperative practices.
Originality/value
Building on a theory-driven research model, a survey instrument provides tools to examine business process management of service firms that sense dynamic market complexity challenges and translate them to achieve desirable customer service outcomes.
This research explores the development of local community-based ‘makerspaces’ as potential scalable forms of redistributed manufacturing (RDM). Makerspaces are rapidly emerging in post-industrial economies and have been identified as a catalyst of local regeneration in urban areas. However, their role in local production systems is limited. There is a gap in the literature, with respect to the evolution of makerspaces and their productive contribution. The purpose of this paper therefore is to identify, classify and examine the different types of makerspaces. Our focus is on the implementation characteristics that enable industrial production activity to take place. First, we used Leximancer (to identify from the literature) three types of makerspace. Second, we then identify five RDM implementation characteristics. The characteristics were integrated together to form the RDM-makerspace implementation model. Third, case studies were purposively selected to test and advance this model. They were subsequently classified as a Type 1 (educational), Type 2 (design) or Type 3 (production) makerspace. Only one of the case studies was classified as a fully evolved Type 3 production space. The findings concur with the literature that makerspaces tend to be primarily Type 1 or Type 2. Finally, the contribution to local production theory is emphasized.
Among manufacturing industries employing a substantial proportion of research and development and technology-oriented workers, the information technology industries exhibited particularly strong productivity growth over the 1987-99 period.