Purpose Business process management (BPM) supports the creation and capture of firm value. In a dynamic context, the current approach to BPM appears to be limited and static in the face of the challenges posed by the firm's open innovation (OI) ecosystem. The main purpose of this paper is to shed light on the value co-creation through the integration of OI principles and mechanisms of value system. Design/methodology/approach To this aim, the paper suggested a conceptual integration of strategy and operations literature on OI and the firm's value creation system. This analysis adopted BPM lenses with specific attention to the alignment between value creation and value capture. Applying BPM lenses to the process of creating shared value sought the attainment of a comprehensive system of decisions articulated between strategy and operations. Findings The paper pinpoints key links between strategy models and operational planning, thus proposing a new framework that integrates the characteristics of value system and OI. The paper elaborates a new theoretical framework rooted in the extant literature conducted in BPM, business strategy and business model innovation (BMI) fields. Originality/value This paper aims to fill the gap in the literature in which strategy models are separately treated from the operational ones. This conceptual effort contributes to the extant literature by drawing upon a comprehensive frameworkand mapping the complex set of interactions between the firm's value chain and its innovation ecosystem.

Aligning firm's value system and open innovation: a new framework of business process management beyond the business model innovation / Abdulkader, Bisan; Magni, D.; Cillo, V.; Papa, A.; Micera, R.. - In: BUSINESS PROCESS MANAGEMENT JOURNAL. - ISSN 1463-7154. - 26:5(2020), pp. 999-1020. [10.1108/BPMJ-05-2020-0231]

Aligning firm's value system and open innovation: a new framework of business process management beyond the business model innovation

Abdulkader B.;
2020

Abstract

Purpose Business process management (BPM) supports the creation and capture of firm value. In a dynamic context, the current approach to BPM appears to be limited and static in the face of the challenges posed by the firm's open innovation (OI) ecosystem. The main purpose of this paper is to shed light on the value co-creation through the integration of OI principles and mechanisms of value system. Design/methodology/approach To this aim, the paper suggested a conceptual integration of strategy and operations literature on OI and the firm's value creation system. This analysis adopted BPM lenses with specific attention to the alignment between value creation and value capture. Applying BPM lenses to the process of creating shared value sought the attainment of a comprehensive system of decisions articulated between strategy and operations. Findings The paper pinpoints key links between strategy models and operational planning, thus proposing a new framework that integrates the characteristics of value system and OI. The paper elaborates a new theoretical framework rooted in the extant literature conducted in BPM, business strategy and business model innovation (BMI) fields. Originality/value This paper aims to fill the gap in the literature in which strategy models are separately treated from the operational ones. This conceptual effort contributes to the extant literature by drawing upon a comprehensive frameworkand mapping the complex set of interactions between the firm's value chain and its innovation ecosystem.
2020
Business process management. Value system. Open innovation ecosystem. Business model. Business process management innovation.
Aligning firm's value system and open innovation: a new framework of business process management beyond the business model innovation / Abdulkader, Bisan; Magni, D.; Cillo, V.; Papa, A.; Micera, R.. - In: BUSINESS PROCESS MANAGEMENT JOURNAL. - ISSN 1463-7154. - 26:5(2020), pp. 999-1020. [10.1108/BPMJ-05-2020-0231]
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11385/236819
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