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dc.contributor.authorAlrabiah, Abdulrahman
dc.contributor.authorDrew, Steve
dc.date.accessioned2019-05-29T12:35:46Z
dc.date.available2019-05-29T12:35:46Z
dc.date.issued2018
dc.identifier.issn1328-7265
dc.identifier.doi10.1108/JSIT-08-2017-0069
dc.identifier.urihttp://hdl.handle.net/10072/380374
dc.description.abstractPurpose – This paper first aims to examine how business process change decisions (BPCDs) were implemented in a government organisation bound by tightly coupled temporal constraints (TTCs). Second, it focuses on how to achieve optimal and efficient BPCDs that require tight compliance with regulators’ temporal constraints. Finally, it formulates a rigorous framework that can facilitate the execution of optimal BPCDs with maximum efficiency and minimal effort, time and cost. Design/methodology/approach – Decision-making biases by individuals or groups in organisations can impede optimal BPC implementation; to demonstrate this, a case study is investigated and the formulated framework is applied to tackle these failings. Findings – The case study analysis shows 76 per cent of the BPCDs implemented were inefficient, mostly because of poor decisions, and these resulted in negative ripple effects. In response, the newly developed hierarchical change management structure (HCMS) framework was used to empower organisations to execute high-velocity BPCDs, enabling them to handle any temporal constraints imposed by regulators or other exogenous factors. The HCMS framework was found to be highly effective, scoring an average improvement of more than 100 per cent when measured using decision quality dimensions. This paper would be of value for business executives and strategic decision makers engaging with BPC. Research limitations/implications – The HCMS framework has been applied in a single case study as a proof of concept. Future research could extend its application to broader domains that have multi-attribute structures and environments. The evaluation processes of the proposed framework are based on subjective metrics. Causal links from the framework to business process metrics will provide a more complete performance picture. Practical implications – The outcome of this research assists in formulating a systematic BPCD framework that is otherwise unavailable. The practical use of the proposed framework would potentially impact on quality outcomes for organisations. The model is derived from decision trees and analytical hierarchical processes and is tailored to address this problematic area. The proposed HCMS framework would help organisations to execute efficient BPCDs with minimal time, effort and cost. The HCMS framework contributes to the academic literature on BPCD that leverages diverse stakeholders to engage in BPC initiatives. Originality/value – The research presents a novel framework –HCMS – that provides a platform for organisations to easily determine and solve hierarchical decision structure problems, thereby allowing them to efficiently automate and institutionalise optimal BPCDs.
dc.description.peerreviewedYes
dc.languageEnglish
dc.language.isoeng
dc.publisherEmerald Publishing
dc.publisher.placeUnited Kingdom
dc.relation.ispartofpagefrom207
dc.relation.ispartofpageto240
dc.relation.ispartofissue2
dc.relation.ispartofjournalJournal of Systems and Information Technology
dc.relation.ispartofvolume20
dc.subject.fieldofresearchInformation Systems Management
dc.subject.fieldofresearchComputation Theory and Mathematics not elsewhere classified
dc.subject.fieldofresearchDecision Support and Group Support Systems
dc.subject.fieldofresearchInformation Systems
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchCognitive Sciences
dc.subject.fieldofresearchcode080609
dc.subject.fieldofresearchcode080299
dc.subject.fieldofresearchcode080605
dc.subject.fieldofresearchcode0806
dc.subject.fieldofresearchcode1503
dc.subject.fieldofresearchcode1702
dc.titleFormulating optimal business process change decisions using a computational hierarchical change management structure framework: A case study
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
dc.description.versionAccepted Manuscript (AM)
gro.facultyGriffith Sciences, School of Information and Communication Technology
gro.rights.copyright© 2018 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
gro.hasfulltextFull Text
gro.griffith.authorAlrabiah, Abdul A.


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