Dynamic market complexity and service value advantage: an empirical investigation of business process management

Abstract

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.

Citation

Hong, P.C., Hejazi, M.T., Deng, X. and Jagani, S. (2022), "Dynamic market complexity and service value advantage: an empirical investigation of business process management", Business Process Management Journal, Vol. 28 No. 4, pp. 983-1004. https://doi.org/10.1108/BPMJ-01-2022-0045