Exploring Business Process Management (BPM) Challenges in a Startup Environment
(1) Universitas Muhammadiyah Gresik
(*) Corresponding Author
Abstract
The primary aim of the article is to discover Business Process Management (BPM) challenges when applied in a startup environment. This concept is an increasingly popular concept nowadays where BPM is one of mature disciplines that drives companies’ success. Whereas startup companies also becoming a trend as the Information Technology (IT) is developed and they have different organizational values compared to most companies in general. A Systematic Literature Review (SLR) is performed to offer an impactful and insightful literature concerning BPM in startup environment. The papers used in this article are from the most honored journal publishers such as Elsevier, Emerald Insight, Springer, Taylor and Francis, Wiley, and Sage Publications. A total of 3332 articles are picked based on the keyword. Then, 22 articles are picked according to the content of the article. Results show that there are 11 out of 30 BPM capability areas may be facing some challenges when applied in a startup environment. Therefore those 11 BPM capability areas need some improvement in order to be suitable for startup environment. Fortunately, the remaining are just good as is because they are compatible with startup environment.
Keywords
Full Text:
PDFReferences
G. D. Kerpedzhiev, U. M. König, M. Röglinger, and M. Rosemann, “An Exploration into Future Business Process Management Capabilities in View of Digitalization: Results from a Delphi Study,” Bus. Inf. Syst. Eng., 2020, doi: 10.1007/s12599-020-00637-0.
J. Yoon and S. Sung, “The effects of entrepreneurial business process on new firm creation,” Knowl. Manag. Res. Pract., vol. 17, no. 2, pp. 182–191, 2019, doi: 10.1080/14778238.2018.1561164.
M. Szelągowski, Traditional Business Process Management. Springer, Cham, 2019.
E. McGowan, “What Is a Startup Company, Anyway?,” 2018. https://www.startups.com/library/expert-advice/what-is-a-startup-company (accessed Oct. 27, 2020).
K. J. Wang, J. Widagdo, Y. S. Lin, H. L. Yang, and S. L. Hsiao, “A service innovation framework for start-up firms by integrating service experience engineering approach and capability maturity model,” Serv. Bus., vol. 10, no. 4, pp. 867–916, 2016, doi: 10.1007/s11628-015-0294-x.
R. Florida and I. Hathaway, “How the Geography of Startups and Innovation Is Changing,” 2018. https://hbr.org/2018/11/how-the-geography-of-startups-and-innovation-is-changing (accessed Dec. 30, 2020).
R. Gulati and V. Sawhney, “Why Your Startup Won’t Last,” 2019. https://hbr.org/2019/12/why-your-startup-wont-last (accessed Dec. 30, 2020).
A. Salamzadeh and H. Kawamorita Kesim, “The enterprising communities and startup ecosystem in Iran,” J. Enterprising Communities People Places Glob. Econ., vol. 11, no. 4, pp. 456–479, Aug. 2017, doi: 10.1108/JEC-07-2015-0036.
N. Hatzijordanou, N. Bohn, and O. Terzidis, A systematic literature review on competitor analysis: status quo and start-up specifics, vol. 69, no. 4. Springer International Publishing, 2019.
A. Behl, P. Dutta, S. Lessmann, Y. K. Dwivedi, and S. Kar, A conceptual framework for the adoption of big data analytics by e-commerce startups: a case-based approach, vol. 17, no. 2–4. Springer Berlin Heidelberg, 2019.
R. Balocco, A. Cavallo, A. Ghezzi, and J. Berbegal-Mirabent, “Lean business models change process in digital entrepreneurship,” Bus. Process Manag. J., vol. 25, no. 7, pp. 1520–1542, 2019, doi: 10.1108/BPMJ-07-2018-0194.
J. vom Brocke and M. Rosemann, “Handbook on business process management 1: Introduction, methods, and information systems,” Handb. Bus. Process Manag. 1 Introd. Methods, Inf. Syst., pp. 1–727, 2015, doi: 10.1007/978-3-642-45100-3.
R. Carroll and R. M. Casselman, “The Lean Discovery Process: the case of raiserve,” J. Small Bus. Enterp. Dev., vol. 26, no. 6–7, pp. 765–782, 2019, doi: 10.1108/JSBED-04-2019-0124.
J. Liao and W. B. Gartner, “The effects of pre-venture plan timing and perceived environmental uncertainty on the persistence of emerging firms,” Small Bus. Econ., vol. 27, no. 1, pp. 23–40, 2006, doi: 10.1007/s11187-006-0020-0.
Y. Chandra, “A time-based process model of international entrepreneurial opportunity evaluation,” J. Int. Bus. Stud., vol. 48, no. 4, pp. 423–451, 2017, doi: 10.1057/s41267-017-0068-x.
B. Niehaves, J. Poeppelbuss, R. Plattfaut, and J. Becker, “BPM capability development - a matter of contingencies,” Bus. Process Manag. J., vol. 20, no. 1, pp. 90–106, 2014, doi: 10.1108/BPMJ-07-2012-0068.
C. W. Chen and M. Koufaris, “The impact of decision support system features on user overconfidence and risky behavior,” Eur. J. Inf. Syst., vol. 24, no. 6, pp. 607–623, 2015, doi: 10.1057/ejis.2014.30.
P. Kirwan, T. Ratinho, P. van der Sijde, and A. J. Groen, “The early development of International New Ventures: a multidimensional exploration,” Int. J. Entrep. Behav. Res., vol. 25, no. 6, pp. 1340–1367, 2019, doi: 10.1108/IJEBR-12-2017-0508.
T. Chen, M. Simon, J. Kim, and B. Poploskie, “Out of the building, into the fire: An analysis of cognitive biases during entrepreneurial interviews,” New Engl. J. Entrep., vol. 18, no. 1, pp. 59–70, 2015, doi: 10.1108/neje-18-01-2015-b004.
G. Secundo, G. Schiuma, and G. Passiante, “Entrepreneurial learning dynamics in knowledge-intensive enterprises,” Int. J. Entrep. Behav. Res., vol. 23, no. 3, pp. 366–380, 2017, doi: 10.1108/IJEBR-01-2017-0020.
A. P. Petkova, “A theory of entrepreneurial learning from performance errors,” Int. Entrep. Manag. J., vol. 5, no. 4, pp. 345–367, 2009, doi: 10.1007/s11365-008-0075-2.
A. Kuckertz, T. Kollmann, P. Krell, and C. Stöckmann, “Understanding, differentiating, and measuring opportunity recognition and opportunity exploitation,” Int. J. Entrep. Behav. Res., vol. 23, no. 1, pp. 78–97, 2017, doi: 10.1108/IJEBR-12-2015-0290.
DOI: https://doi.org/10.32736/sisfokom.v12i1.1550
Refbacks
Indexed By:
