Catherine Maguire

Managerial processes: business process that sustain performance

Purpose – It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand what these managerial processes are and how they influence organisational performance.Design/methodology/approach – The theoretical background is reviewed covering literature on the subject of business process management, resourced‐based view (RBV), dynamic capabilities and managerial processes. A research framework leads to qualitative case study‐based research design. Data are collected from 37 organisations across Europe, classified according to their performance.Findings – Findings suggest that the five managerial processes and their constituent managerial activities, identified through the empirical research, influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. Also, the execution and maturity of this m...

Managerial Processes - An Operations Management Perspective Towards Dynamic Capabilities

Motivated by the view that the managerial processes underpin the dynamic capabilities of the firm, this article seeks to review the current state of knowledge on managerial processes and propose a research agenda towards a better understanding of managerial processes. A systematic approach to the literature review covering business process and strategic management fields concludes that managerial processes are critical for sustaining and developing competitive advantage, but our understanding as to what they are, their contents and how they function is limited. A definition for managerial processes is proposed and the context within which managerial processes function is identified. An empirically based research agenda, comprising research questions, is outlined that would serve to enhance our understanding of the managerial processes that underpin dynamic capabilities.

High Value Manufacturing: A Case Study in Transformation

In a continuously and rapidly changing global landscape, manufacturing organizations have to undertake transformational changes in order to stay in business. The aim of the current paper is to present an analysis of the transformation story of Highland Spring Limited through a high-value manufacturing lens. In order to achieve this, literature on high value manufacturing and organizational transformation is reviewed; Highland Springs transformation story is described, including the research methods used; and finally, Highland Springs transformation story is analysed and discussed. Findings suggest that while the literature on high value manufacturing provides adequate direction as to what high value manufacturing is and various models that could be pursued, it is the organizational transformation literature that provides guidance on how transformation to a high-value manufacturing model may be achieved. Further, the paper concludes that high value transformation is an emergent process comprising of a series of radical waves of change that is shaped by a guiding vision and the contextual factors.

Delivering sustained performance through a structured business process approach to management

Purpose – This paper aims to demonstrate the performance benefits of adopting a business process perspective to managing a business and, through grounded research, propose a revised business process architecture which builds upon recent advances in business process thinking.Design/methodology/approach – A brief review of business process terminology and architecture is presented. A set of perspectives is developed which is used to structure summary field notes from grounded research conducted in a UK manufacturing plant of a Fortune 500 corporation. A management system model of the case study company is proposed, which in turn is used to modify the existing business process architecture.Findings – Business management processes are modelled and analysed as observed in the field and compared to recent models of “Manage Processes”. It is discovered that Manage Processes have an architecture which is core to their ability to sustain competitive advantage. It is also shown that adopting a business process arch...