Dynamic Business Process Management In The Knowledge Economy
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Dynamic Business Process Management in the Knowledge Economy
This book describes modern dynamic business process management (dynamic BPM), which is considerably different from traditional BPM from 20, 10, or even 5 years ago. It demonstrates why traditional BPM is not sufficient in the knowledge economy (KE), while also highlighting the opportunities provided by dynamic BPM – the form of management that practitioners and academics deal with on a daily basis. This involves mastering and implementing e.g. case management, process mining, and RPA, and integrating them with knowledge management. But more importantly, dynamic BPM makes full use of the dynamism of knowledge workers: the people who actually create innovative products and services tailored to the specific needs of clients. The book was primarily written for those managers who see advantageous opportunities amidst the ongoing changes. Accordingly, it focuses more on innovations emerging from practice than on theoretical, academic reflection. In addition to helping organizations operating in the KE to prepare for and implement process management, the book is intended as a source of inspiration for process management researchers and iBPMS system vendors.
Proceedings of the International Conference Theory and Applications in the Knowledge Economy TAKE 2017
Foreword A famous Portuguese Poet once said around one hundred years ago; “before I was born all the words that should save the Humanity had already been written.., the only thing that was missing was to save Humanity.” Fast forward to the 21st century services led and knowledge based economy, and we have myriads of theoretical study about the decisive assets – namely intangibles. Those analysis are made in several perspectives, namely Human Resources, Knowledge Management, Intellectual Capital, and also many sectorial perspectiveslike Trade, Economics, Logistics, Social Policy etc. However, today the question about the applicability of all these studies remains unsolved. So, it like, many of the words that will save the Knowledge Economy have already been written, all we need is to save the Knowledge Economy…Or is it not? The idea behind TAKE Conference was to provide a multidisciplinary forum in which those multiple perspectives will come together. We believe it is a fruitful operation and we intend to continue the exercise in the future. The problem of the relation between theory and practice in the knowledge economy is getting more important and not lessimportant with the development of the BRICS and other nations. TAKE main question will be one of the problems of the 21st century. Following the promising start of TAKE 2016 in Aveiro, Portugal, TAKE 2017 was organized by the Faculty of Economics of Zagreb University, around Prof. Blazenka Knezevic. I would like to thank her and her team for the massive effort in putting TAKE 2017 together. It will be a very nice and memorable conference. I would like also to thank the 5 keynotes, the special sessions and workshop organizes, the authors of the 60 papers and 5 posters, the stream leaders, the reviewers and the sponsors for the efforts. And to the 90 participants from 20 countries: Austria, Bosnia‐Herzegovina, Canada, Croatia, Germany, Hong Kong, Hungary, Netherlands, Mexico, Portugal, Poland, Romania, Russia, South Africa, Serbia, Slovakia, Spain, Thailand, United Kingdom, United States. A special word to Prof. Gaby Neumann from Wildau who organized the Proceedings. Let us make TAKE 2017 a great occasion and help save the knowledge economy a bit. Eduardo Tomé, Conference Chair Zagreb, July 2017
Self-Management, Entrepreneurial Culture, and Economy 4.0
This book offers practical insight into the changing ways in which organizations operate today. Building on a groundbreaking concept of teal organizations, the book illustrates the practicality of advocating a lack of hierarchy of predetermined positions and the introduction of roles that come with clear responsibilities constantly defined according to current needs. First described by Frederic Laloux, a teal organization is a ground-breaking approach to managing organizations that is being adopted around the world, which turns everyone into a leader. This new paradigm rests on the ideas of wholeness, evolutionary purpose, employee autonomy, and self-management based on peer relationships. Its main assumption is the empowerment of the employee resulting in a change in workplace relationships and a more soulful and purposeful work environment. Drawing on the authors’ research across six different countries, it presents the evolution of self-management and entrepreneurial culture in the current age of Economy 4.0 and examines how the teal concept has been implemented around the world. It examines misconceptions surrounding this novel approach and diagnoses the practical problems connected with implementing it in the current uncertain times. It will be of value to researchers, academics, managers, and students in the fields of management and organizational studies.