Process capital: Difference between revisions
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'''Process Capital''' is the value to an [[Business|enterprise]] which is derived from the techniques, procedures, and programs that implement and enhance the delivery of [[goods and services]]. Process capital is one of the three components of [[Structural capital]], itself a component of [[Intellectual capital]].<ref>Edvinsson L, Malone MS (1997) Intellectual capital: realizing your company’s true value by finding its hidden roots. HarperBusiness, New York</ref><ref>http://staffweb.hkbu.edu.hk/vwschow/lectures/ism3620/rp01.pdf</ref> Process capital can be seen as the value of processes to any entity, whether for profit or not-for profit, but is most commonly used in reference to for-profit entities. |
'''Process Capital''' is the value to an [[Business|enterprise]] which is derived from the techniques, procedures, and programs that implement and enhance the delivery of [[goods and services]]. Process capital is one of the three components of [[Structural capital]], itself a component of [[Intellectual capital]].<ref>Edvinsson L, Malone MS (1997) Intellectual capital: realizing your company’s true value by finding its hidden roots. HarperBusiness, New York</ref><ref>http://staffweb.hkbu.edu.hk/vwschow/lectures/ism3620/rp01.pdf</ref> Process capital can be seen as the value of processes to any entity, whether for profit or not-for profit, but is most commonly used in reference to for-profit entities. |
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==Overview== |
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[[File:Schematic of Intellectual Capital and its components.png|thumb|Schematic of Intellectual Capital and its components|right|450px]] |
[[File:Schematic of Intellectual Capital and its components.png|thumb|Schematic of Intellectual Capital and its components|right|450px]] |
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Process capital can be created and enhanced by using [[Business process mapping]],<ref>Jacka, J. Mike & Paulette J. Keller (2011), Business Process Mapping: Improving Customer Satisfaction</ref> [[Business process modeling]]<ref>^ a b Asbjørn Rolstadås (1995). "Business process modeling and reengineering". in: Performance Management: A Business Process Benchmarking Approach</ref> and [[Business process management]] <ref>vom Brocke, J.HKVJH & Rosemann, M. (2010), Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture (International Handbooks on Information Systems) (Vol. 1). Berlin: Springer</ref> |
Process capital can be created and enhanced by using [[Business process mapping]],<ref>Jacka, J. Mike & Paulette J. Keller (2011), Business Process Mapping: Improving Customer Satisfaction</ref> [[Business process modeling]]<ref>^ a b Asbjørn Rolstadås (1995). "Business process modeling and reengineering". in: Performance Management: A Business Process Benchmarking Approach</ref> and [[Business process management]] <ref>vom Brocke, J.HKVJH & Rosemann, M. (2010), Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture (International Handbooks on Information Systems) (Vol. 1). Berlin: Springer</ref> |
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There are three main types of business processes: |
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* Management processes, that govern the operation of a system. Typical management processes include corporate governance and strategic management. |
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* Operational processes, that constitute the core business and create the primary value stream. Typical operational processes are purchasing, manufacturing, marketing, and sales. |
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* Supporting processes, that support the core processes. Examples include accounting, recruitment, and technical support. |
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A [[business process]] can be decomposed into several sub-processes, which have their own attributes, but also contribute to achieving the goal of the super-process. The analysis of business processes typically includes the [[business process mapping|mapping of processes]] and sub-processes down to activity level. A business process model is a model of one or more business processes, and defines the ways in which operations are carried out to accomplish the intended objectives of an organization. Such a model remains an abstraction and depends on the intended use of the model. It can describe the workflow or the integration between business processes. It can be constructed in multiple levels. |
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A [[workflow]] is a depiction of a sequence of operations, declared as work of a person, of a simple or complex mechanism, of a group of persons of an organization of staff, or of machines. Workflow may be seen as any abstraction of real work, segregated into workshare, work split or other types of ordering. For control purposes, workflow may be a view of real work under a chosen aspect. |
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== References == |
== References == |
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{{reflist}} |
{{reflist}} |
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[[Category:Capital]] |
[[Category:Capital]] |
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Revision as of 07:08, 19 February 2013
Process Capital is the value to an enterprise which is derived from the techniques, procedures, and programs that implement and enhance the delivery of goods and services. Process capital is one of the three components of Structural capital, itself a component of Intellectual capital.[1][2] Process capital can be seen as the value of processes to any entity, whether for profit or not-for profit, but is most commonly used in reference to for-profit entities.
A process comprises a "series or network of value-added activities, performed by their relevant roles or collaborators, to purposefully achieve the common business goal.[3]
Process capital can be created and enhanced by using Business process mapping,[4] Business process modeling[5] and Business process management [6]
References
- ^ Edvinsson L, Malone MS (1997) Intellectual capital: realizing your company’s true value by finding its hidden roots. HarperBusiness, New York
- ^ http://staffweb.hkbu.edu.hk/vwschow/lectures/ism3620/rp01.pdf
- ^ Ryan K. L. Ko (2009). A computer scientist's introductory guide to business process management (BPM), ACM Crossroads 15(4), ACM Press
- ^ Jacka, J. Mike & Paulette J. Keller (2011), Business Process Mapping: Improving Customer Satisfaction
- ^ ^ a b Asbjørn Rolstadås (1995). "Business process modeling and reengineering". in: Performance Management: A Business Process Benchmarking Approach
- ^ vom Brocke, J.HKVJH & Rosemann, M. (2010), Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture (International Handbooks on Information Systems) (Vol. 1). Berlin: Springer