BUSINESS theory and literature review. In a challenging

















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Business Management Process


On its basic definition, business process management
(BPM) is a process that aims at making the workflow within an organization
systematic and more efficient aimed at
adapting to the ever-changing business world. Across
the globe, agencies implement the
use of business process management to meet a company’s goal and set objectives.
In other words, BPM works towards limiting the human miscommunications and
errors and define the role of each employee and the stakeholders. In a globe
faced with economic crises and businesses shutting down, BPM is a critical part
of ensuring that some management processes are efficient and effective to
eliminate unnecessary loss and reduce
spending. Wai Peng Wong, Ming-Lang Tseng and Kim Hua Tain in their explosive
article titled A business process management capability perspective on organization
performance discusses the contribution of BPM when efficiently used in a
business. The authors suggest that the use of BPM in isolation would not result
in an efficient outcome and proposes that
companies that would like to implement the same must integrate the process with
other factors.

            The essay has three
parts with the first being the introductory paragraph followed by the body and
finally conclusion. In the opening section, a brief overview of the business management process is highlighted then
an introduction of the authors and articles discussed in the paper are made
known to at the point. The following part of the essay, the body, thoroughly
talks about the content of the article. Another component of the body paragraph
is the introduction of the other reviewed papers that compliment or oppose what
the authors talk about in the discussed document. The final part of the essay
summarizes the points made in the body of the article,
for both the review and the other complimenting sources and makes a final
submission on the discussed topic.


Wai et the article tries to prove a claim that an
organization’s capability to enhance its performance relies heavily on the BPM
ability of the managerial skills and the
level of commitment of the employees. Wai et al. further highlights how a
firm’s culture is affected by the relationship between administrative and technical capabilities through testing theory
and literature review. In a challenging business world according to the
writers, organization leaders acknowledge the contribution of Business Process
Management to beat the shortcomings facing them. Supporting this claim the
authors highlight some of the research that accepts the input of BPM in the business world.
Peng et al. recognize the contribution BOM on performance when an
organization’s culture is conducive to
quoting previous literature on the same topic. The authors continue in the
introduction and point out that a culture that shows forms of inflexibility
would limit the possibility of change brought about by BPM (Wong, Tseng &
Tan, 2014 pg. 603).  

Peng et al. in the research paper rely on the development
of a conceptual model to prove the
relationship between managerial and technical BPM capabilities to the performance of an organization. The model tries
to determine the contribution of each
concept contributes to the performance of
the team. To
establish the claim, the researcher put forward two critical questions.
The first asks if there exists a positive
relationship between managerial and technical BPM capabilities and
performance. The second issue put forward
assesses the extent of the organization culture link and the two standard BPM capabilities. To answer these
concerns, the authors of the research
paper provide a technical evaluation of
how BPM capabilities contribute to the
organization’s performance. Peng et al.
also advance a theory to prove the
relationship. The publishers also interview
questionnaires as a backup to the argument
they promote. Peng et al. did an
interview with IT managers of over 180
firms and the data published through the use of partial least squares. Peng et
al. to come up with conclusive result
administered a set of a questionnaire
sent to the respondents via email. The questions on the paper targeted
employees from the top management down to the junior most. From a sampled
population of around 2000 workers, the researchers sent the questionnaire randomly to 1500 employees who gave back their
response. The paper also reviews past literature on the topic which most informed the theorization of their

To successfully have a
legal theoretical perspective of BPM, the Peng et al. discusses past
literature on the relationship between the concepts. The publishers start by
defining the BPM capabilities borrowing slowly
from previous works. The definition in the article is similar to how Wasserman
and Trosten-Bloom (2017 pg. 29) in their work describe the coordination of
organizations’ duties that is the technical skills and the available resources
to ensure maximum productivity. There are several categories of BPM capabilities
as listed in the article. In the reviewed work, Peng et al. contend with the
previous works on BPM capabilities and categorizes them into two, managerial
and organizational process (Wong, Tseng & Tan, 2014 pg. 603).  The definition of the former involves human
capital which includes the top management and the employees while the latter
business infrastructure and strategies.

As suggested in the literature that leveraging the
managerial capabilities in BPM would be complicated as it comes with a
competitive advantage that few players in business would understand and find it
hard to replicate. Agreeing with this observation is Negulescu (2017,
pg. 122) who suggest that managerial capabilities give companies an edge over
the other since an organization would be able to sustain its activities. The
author also divides the managerial abilities into two categories suggested by Peng
et al. in the publication. In addition to the groups,
the author adds that the types assist in
the maturity of any given business model. Just as Peng at al. Wong, Tseng &
Tan (2014 pg. 603) suggests that the adoption of BPM concept, i.e., when the top management work together to
solve problems in business, assists in operations. Peng indicates that the senior
management role is an essential aspect of
BPM governance concept. First, forward to
the technical capability, Peng and the rest of the other writers suggest that
the idea is evident in IT infrastructure
and how the same affects production in a company. The technical part of BPM
involves both the hardware and the software components of a computer. According
to Negulescu (2017, pg. 125 modern technology has
been developed to assist management and operation of business integrating
management and the IT concept. Performance of different organization, the author, continues to point out an assist in return
just as is the case in the works of Peng et al.

Peng et al. in A business
process management capability perspective on organization performance quote literature
that aligns technical aspect of BPM into customer service and process
alignment. In a separate writing Wasserman
and Trosten-Bloom (2017 pg. 28) assign a function to the two alignments, i.e., the
customer service deals with customer related tasks
while process alignment aims at bringing harmony to various aspects of the
organization. In his suggestion, Negulescu (2017, pg. 132) theorizes that a
firm that invests in both service and process alignment would enhance
production and organization’s performance.

Before embarking on the methodology of the study, Peng
et al. discuss the contribution of
culture to Business Management Process. Culture in an organization set up as is defined
in the article is the hidden assumption that employees assume and have in
common. In the case of BPM, culture plays an essential
role in an organization as far as competition is concerned. As suggested in the article, Wasserman and
Trosten-Bloom (2017 pg. 33) contend that culture plays a vital role in
successful implementation of BPM since it informs a success or failure of the
same. BPM may fail due to the unwillingness of
the employees to adopt the changes
brought about by the process since culture dictates so. For BPM to succeed,
Peng et al. just like Kalinowski (2016 pg. 101) suggest
that an organization’s culture should be perfect and accommodative.

From the discussion of the findings in the article it is
evident that there are direct implications on the managerial part brought about
by BPM. For an organization to enhance
its performance, the authors suggest it can either adapt administrative or technical capabilities of
BPM. From the results, Peng et al. continues and suggests that adopting the two
processes calls for an organization’s cultural awareness. In support of this
suggestion is a study carried out by Kalinowski (2016 pg. 87) who evaluates the
role of culture in business process management. The authors contend that both
the practitioners and academics agree that religion
plays a huge role in the determination of success or failure of initiatives
under BPM. The author highlights four aspects of culture that might influence its
success or failure and it include teamwork,
responsibility, excellence and customer orientation.

Peng et al. goes
on and suggests that for a practical implementation of BPM initiative,
management needs to factor in the technical, managerial and cultural aspects of
the concept. In the publication Peng et al. suggest that organizations tend to
believe that once they implement BPM concept in their team they will automatically succeed but this is not the case as
several factors determine the success or failure of BPM. In their empirical
study, Wasserman and Trosten-Bloom (2017 pg. 36) investigated European firms
that had implemented business process management but still failed after several
years due to the mentioned factors. Some of the companies according to the
authors overlooked the role played by culture in the success of BPM. As an opposed culture, another component that may
inhibit success rate of BPM concept is the fluctuation in performance more so
when the focus is on leveraging the capability in solving the business problem.

Managerial capabilities play
a significant role similar to
technical capability; this is according to (Wasserman and Trosten-Bloom, 2017
pg. 28). In the reviewed article, however, Peng
together with the other authors suggest that managerial capabilities are more critical.
The importance comes in the form of managing the
large number of items produced as a result of a technical aspect of BPM. Failure by organizations to efficiently implement a managerial element of BPM would lead to wastage of things in the group.
Just like culture, therefore, management
plays an essential role in ensuring the success of BPM implementation (Wong, Tseng
& Tan, 2014 pg. 603).  Also important
to note according to Peng et al. is that effective managerial concept in BPM
would result in successful technical aspect as managers would give directions
on how to use resources for the good of the organization. Agreeing with the managerial
implication on a firm’s performance is Wasserman and Trosten-Bloom (2017 pg.
33) who in his recent empirical findings suggests that management is an essential component of BPM. Similar to culture,
control is critical in bringing the technical element
of the business process to life. Quality
management would mean directing workers to perform a given function correctly. In the final submission, the author
notes that success of BPM is only
possible if the managers are capable of providing
the precise direction which would
change both the technical and cultural aspects of BPM.

other important aspect of business management process as suggested in the
article is human capital and the infrastructure as the two play an important role in improving BPM in any
given organization. Contending with this suggestion is Negulescu (2017, pg. 12)
who assume the roles played by employees in a firm. Technology, the author
suggests works best when human capital is willing and able to implement it. The
concept, therefore, assumes the intercalated nature of both technology and
human capital. For an organization to successfully
implement BPM, all the aspects that inform its success must be in place otherwise
the idea may fail before even taking off when one of the characters is

On their part, Peng et al. agree that the study has
limitation. For instance, the authors suggest that the hypothesis discussed in the
essay, that is the managerial and technical aspect of BPM may not be as
exhaustive as in other studies that include other factors (Wong, Tseng &
Tan, 2014 pg. 633).  The authors,
therefore, suggest that other people can suggest a more exhaustive approach to understanding the success of BPM in an
organization. Their final suggestion in light of the limitation of the study is
that firms should be critical in the allocation
of funds when it comes to the implementation of Business Process management.


In a few words, as suggested by Wai Peng Wong, Ming-Lang
Tseng and Kim Hua Tain in their explosive article titled A business process management capability
perspective on organization performance together with other
researchers, business process management in the current world informs a
company’s success. As is the case in this review, precaution must be practiced when implementing BPM. The three critical aspects, the managerial, technical and
cultural, of BPM should be performed together for the same to succeed.
Organizations may inject a lot of money into
BPM project but still end up failing due to overlooking one aspect. Even though
the characters complement each other,
management is the essential component of
the business process as managers decide
the culture adopted by the organization, and also they give direction on how to
implement the technical part of BPM. Finally, as suggested in the essay,
overlooking a given aspect would fail
however much money is injected into the same.


Work Cited

TB 2016, ‘Analysis of business process maturity and organisational performance relations’, Management
(1429-9321), 20, 2, pp. 87-101, Business Source Complete, EBSCOhost, 

OH 2017, ‘The management process of the enterprise valuation’, Review Of General Management,
25, 1, pp. 121-134, Business Source Complete, EBSCOhost

I, & Trosten-Bloom, A 2017,
‘Enhancing Profitability Through Business Process Excellence: The Green
Mountain Coffee Roaster’s Story’, AI
Practitioner, 19, 2, pp. 28-34, Business Source Complete, EBSCOhost

W, Tseng, M, & Tan, K 2014, ‘A business
process management capabilities perspective on organisation performance’, Total
Quality Management & Business Excellence, 25, 5/6, pp. 602-617,
Business Source Complete, EBSCOhost, viewed 12 January 2018.