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Purpose – Business process management (BPM) is still mostly associated with methods and software tools for process modeling, automation and redesign/performance analysis, with limited effort toward building and applying interdisciplinary approaches which capture the real complexity of business processes. The purpose of this paper is to elaborate a system view of BPM and presents an actionable body of knowledge to enhance process-related decisions and actions within organizations. Design/methodology/approach – A design science approach is used to build a conceptual contribution based on extended process management literature and a multi-year author experience in the area of business process engineering in both research and education contexts. Findings – A business process management system includes strategy, model, execution and performance dimensions whereas the management of a process involves activities related to scope, structure, resource, systems, dependency, exception, performance and external integration. Research limitations/implications – The frameworks and related definitions need further theoretical development and refinement in terms of the components and reciprocal relations among system and activity elements. In this vein, the study would also benefit from real-life applications and empirical analysis. Practical implications – The paper can support process implementation, maturity assessment and competence development efforts within organizations as well as be a foundational work to advance the creation of a global body of knowledge on process management. Originality/value – The paper proposes a holistic perspective on BPM as a system of components and a bundle of activities, thus providing a twofold strategic and operational tool for process analysts and managers at different levels. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this paper is to discuss the need for a new corporate learning archetype in the extended enterprise scenario and to present the stakeholder university as a suitable model oriented to create value for a large number of business and non-business actors. Design/methodology/approach -- A conceptual development is integrated with field studies to describe the distinguishing features of the stakeholder university and provide a cross-discussion with the extended enterprise concept. Findings -- The stakeholder university is characterized by large focus, extended scope, and rich interconnection, which address in a comprehensive manner the needs and expectations of the resource base, industry/market and socio-political stakeholders of the extended enterprise. Research limitations/implications -- The topics investigated are mostly relevant for large international companies. Besides, further discussions are needed to validate the links between business models, organizational configurations and human capital development processes. Practical implications -- The discussion proposed can be useful for managers involved in the design and development of high-impact and large-scope human resource management initiatives. Originality/value -- The value of the article stays in the creation of a conceptual link between the business role of enterprise stakeholders and the requirements existing in terms of co-developing intangible assets. [ABSTRACT FROM AUTHOR]

Purpose – This paper aims to discuss the role of intangible assets in higher education and research institutions and to present a measurement framework, along with an illustrative application. Design/methodology/approach – A review of existing theories and practical experiences is undertaken to build the core conceptual model and a dashboard of indicators. The model is then applied to investigate the mission and performance angles of intellectual capital with reference to an Italian higher education and research institution. Findings – Creating intangible assets is at the core of the mission of education and research organizations. The identification and measurement of intellectual capital are thus an operational priority to evaluate the alignment between strategic orientation and performance within such institutions. Research limitations/implications – The research has to be considered as exploratory and presents a single case, resulting in the need for further applications. However, the dashboard of metrics proposed is comprehensive and can thus represent a useful ground for refinements, mostly related to the links between indicators and management/strategy issues. Practical implications – The dashboard can be used as a stakeholder communication tool and a tableau de bord to support the strategic decisions related to the human, social and structural capital of education and research organizations. Originality/value – The paper presents a first discussion on the systematic identification, classification and reporting of intellectual capital indicators in higher education and research. [ABSTRACT FROM AUTHOR]

Purpose - This paper aims to present a framework supporting a new approach to designing curricula for the development of management competencies. Design methodology/approach - The review of contributions in the strategic management and management development fields allows extrapolation of the relevant paradigm changes in the economic and business scenario and provides the background for investigating the emerging challenges in competence development processes. Findings - The increasing speed, openness, density and diversity of business raise new challenges related to five fundamental dimensions of management as a system: its actors, concept, context, processes and purpose. This requires developing in managers a set of competencies that specifically address those aspects and holistically cover an integrated perspective rather than focusing on separated management functions, processes or skills. Research limitations/implications - Further research is needed in the effort of taxonomising paradigm changes and defining the management dimensions which are impacted. Practical implications - The analysis presented brings a different logic to structuring curricula. This could potentially have an impact on the design and implementation of learning initiatives in both higher education and corporate contexts. A framework useful for practitioners is provided. Originality/value - The value of the paper is in creating a direct conceptual link among the changing features of the economic and business landscape and the deriving requirements in terms of developing management competencies. A framework useful for practitioners is provided. [ABSTRACT FROM AUTHOR]