Claim Missing Document
Check
Articles

Found 2 Documents
Search
Journal : IPTEK The Journal for Technology and Science

Analysis of Business Process Management (BPM) Effect towards Data and Information Quality Improvement at Higher Education: A Literature Study Risa Perdana Sujanawati; Mahendrawathi ER; Radityo Prasetianto Wibowo
IPTEK The Journal for Technology and Science Vol 31, No 3 (2020)
Publisher : IPTEK, LPPM, Institut Teknologi Sepuluh Nopember

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12962/j20882033.v31i3.6260

Abstract

Business Process Management (BPM) is a collection of methods, techniques, and tools to optimize organizational performance. In the case of higher education institutions (HEIs), BPM is usually implemented to provide a standard business process. Implementation of Data Governance (DG) is often based on the desire for good Data Quality (DQ), to help an organization carry out its strategies and achieve its objectives. Previous research has proven that DG would improve data quality and safety and trigger a better standard. While data and information are essentially connected, BPM and DG have been addressed separately in the process of obtaining high quality data and information. This study conducts a literature review to investigate the relationship of BPM in the development of DG in HEIs. Articles related to BPM, DG, and DQ are collected from relevant databases. The articles are filtered and perused further to obtain 23 articles that are analyzed and synthesized to answer the research question. Based on these articles, a conceptual model is developed, depicting relationship in the application of BPM and DG. The first relationship identified from previous work is that the successful implementation of BPM influences DG planning and implementation success. Second, a good BPM implementation influences the process of obtaining a good DQ. Finally, implementing a good DG influences the acquirement of a good DQ. This study also found that BPM, DG, and DQ implementation at HEIs was fewer than that at other sectors or case studies, which open up opportunities for further studies.
The Relation Among Business Process Orientation Practices in Influencing Organizational Performance Stefanus Christian Susetyo Harjanto; ER Mahendrawathi
IPTEK The Journal for Technology and Science Vol 34, No 1 (2023)
Publisher : IPTEK, LPPM, Institut Teknologi Sepuluh Nopember

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12962/j20882033.v34i1.15155

Abstract

Organizations always look for ways to improve their performance to survive in the business environment. One way to improve organizational performance is to improve business process orientation (BPO). Several studies identified practices that can be implemented and significantly impact an organization’s BPO maturity. These practices are called Critical Practices (CPs) strategic view, process definition and documentation, process measurement and management, organizational process structure, people management, process organizational culture, market orientation, supplier view, and information technology. However, most studies treat CPs independently, and the relationship between CPs and between CPs with organizational performance has not been addressed. This study tests and confirms the relationship between CPs, BPO, and organizational performance. Based on the literature, a structural model of the relationship between CPs and organizational performance is developed. An online questionnaire is designed to collect data from various organizations in Indonesia. The survey results are analyzed using Structural Equation Modeling (SEM) to investigate the relationship between variables. Most hypothesized relationships between CPs are confirmed except the relationship between supplier practices (SU) and culture (CT), which are not supported. Not all practices affect organizational performance directly, but they must be mediated by other practices to have a significant effect. The results suggest that to improve organizational performance, an organization needs to improve the practice of strategic view (SV), performance measurement (PM), customer (CU), process definition (PD), and information technology (IT).