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Business Process Management of Japanese and Korean Companies cover

Today's business environment is characterized by hypercompetition and the development of the Internet. Fierce competition between suppliers and the availability of abundant information have caused a shift in bargaining power from producers/suppliers to buyers and consumers. Consequently, Business Process Management (BPM) — i.e. management tool to optimize and control operations flows by viewing the transactions within and outside corporations as processes, with the focus on speedily meeting customers' needs — has emerged as a popular management framework.

However, recent research on BPM has put too much emphasis on information sharing and the visualization of business processes using IT innovations. This book argues that BPM must be linked with existing management tools. Based on survey results of Japanese and Korean companies' BPM practices, the book demonstrates how to build BPM as a holistic management model by addressing the importance of BPM views, the effectiveness of its approach, and the latest research trends.

Sample Chapter(s)
Chapter 1: The Conceptual Framework of Business Process Management (116 KB)


Contents:
  • Theory and Framework of BPM:
    • The Conceptual Framework of Business Process Management (G-Y Lee)
    • Organic Coupling Between BPM and Management Information (R Uematsu)
    • The Business Process Network Strategy of SMEs (S Arimoto)
    • Global Process Management (Y Asakura)
  • Case Studies of BPM in Japanese and Korean Companies:
    • Business Process Innovations in Panasonic Corporation: A Case Study (M Kosuga)
    • BPM Practices in a Japanese Company: A Case Study of Canon Co. Ltd. (Y Asakura & A Kimura)
    • BPM Practices in a Korean Company: A Case Study of LG Electronics Co. Ltd (G-Y Lee)
    • Business Process Management: A Case of Korea Telecommunication Co. (KT) (B Sohn)
  • Empirical Studies of BPM in Japanese and Korean Companies:
    • Current Status of Process Management in Japanese and Korean Companies (K Sakate & N Yamaguchi)
    • Comparison Between Japanese and Korean Companies from the Viewpoint of Balanced Scorecard (Y Nagasaka)

Readership: Management staff in public and business corporations; academics, researchers and advanced undergraduates and graduate students in management.

Free Access
FRONT MATTER
  • Pages:i–xvii

https://doi.org/10.1142/9789812838612_fmatter

PART 1 THEORY AND FRAMEWORK OF BPM


No Access
The Conceptual Framework of Business Process Management
  • Pages:3–16

https://doi.org/10.1142/9789812838612_0001

No Access
Organic Coupling Between BPM and Management Information
  • Pages:17–31

https://doi.org/10.1142/9789812838612_0002

No Access
The Business Process Network Strategy of SMEs
  • Pages:33–44

https://doi.org/10.1142/9789812838612_0003

No Access
Global Process Management
  • Pages:45–60

https://doi.org/10.1142/9789812838612_0004

PART 2 CASE STUDIES OF BPM IN JAPANESE AND KOREAN COMPANIES


No Access
Business Process Innovations in Panasonic Corporation: A Case Study
  • Pages:63–77

https://doi.org/10.1142/9789812838612_0005

No Access
BPM Practices in a Japanese Company: A Case Study of Canon Co. Ltd.
  • Pages:79–98

https://doi.org/10.1142/9789812838612_0006

No Access
BPM Practices in a Korean Company: A Case Study of LG Electronics Co. Ltd.
  • Pages:99–112

https://doi.org/10.1142/9789812838612_0007

No Access
Business Process Management: A Case of Korea Telecommunication Co.(KT)
  • Pages:113–127

https://doi.org/10.1142/9789812838612_0008

PART 3 EMPIRICAL STUDIES OF BPM IN JAPANESE AND KOREAN COMPANIES


No Access
Current Status of Process Management in Japanese and Korean Companies
  • Pages:131–145

https://doi.org/10.1142/9789812838612_0009

No Access
Comparison Between Japanese and Korean Companies from the Viewpoint of Balanced Scorecard
  • Pages:147–162

https://doi.org/10.1142/9789812838612_0010

Free Access
BACK MATTER
  • Pages:163–169

https://doi.org/10.1142/9789812838612_bmatter