Table 5 Organization layer of the... | Emerald Publishing

Table 5

Organization layer of the BPD-Space

Organization
Dimension	Guiding question(s)	Potential characteristics	Redesign example
Objectives	How do we define and measure process success? What do we want to achieve with the process in terms of objectives?	Financial (e.g. return on capital, shareholder value), customer (e.g. image and reputation, customer relationships), internal processes (e.g. improvement of products, services and processes regarding quality, time, or flexibility), learning and growth (e.g. technology leadership, employee capabilities), trust (Dumas et al., 2018; Kaplan and Norton, 1993; Rosemann, 2019)	Amazon aims to strengthen the trust of its customers within its purchasing process by having the customer re-confirming the desire to order if the same item is ordered for the second time. It thus follows the objective to be perceived as valid and reliable, such that a positive attitude toward the organization is embraced (Rosemann, 2019)
Internal participants	Who is doing what during the process execution?	Process responsibilities (e.g. process owner, process managers), competencies or disciplinary responsibilities of activities (e.g. for the allocation of resources or legal matters) (Lohmann and zur Muehlen, 2015)	Emergency services are increasingly using apps that notify registered users about close-by emergencies (e.g. cardiac attack). Qualified persons who use the app (e.g. nurses) are included in the emergency process to administer first aid before paramedics arrive
Revenue model	How/where can we generate revenue (differently)?	Revenue techniques (e.g. advertising-, commission- or licensing-based revenue logics) and revenue sources (e.g. new revenue models through digitalization) (Veit et al., 2014)	In the UK-based café chain ZIFERBLAT, customers pay for the time spent in the venue and not for their consumption. While the underlying process remains similar, the revenue model changed
Business partner	Which parts of the process can we outsource/insource?	Suppliers (delivering materials or services to be further processed), intermediaries (agents between organization and customers), and alliance partners (producing complementary products or services) (Parker et al., 2016; Saxena and Bharadwaj, 2009)	With its well-developed infrastructure, Amazon supports producers of books by acting as an intermediary in the purchasing process between producers (e.g. independent writers) and customers; thus, the activities related to sales, marketing and distribution are outsourced to the business partner (Amazon)

Organization
Dimension	Guiding question(s)	Potential characteristics	Redesign example
Objectives	How do we define and measure process success? What do we want to achieve with the process in terms of objectives?	Financial (e.g. return on capital, shareholder value), customer (e.g. image and reputation, customer relationships), internal processes (e.g. improvement of products, services and processes regarding quality, time, or flexibility), learning and growth (e.g. technology leadership, employee capabilities), trust (Dumas et al., 2018; Kaplan and Norton, 1993; Rosemann, 2019)	Amazon aims to strengthen the trust of its customers within its purchasing process by having the customer re-confirming the desire to order if the same item is ordered for the second time. It thus follows the objective to be perceived as valid and reliable, such that a positive attitude toward the organization is embraced (Rosemann, 2019)
Internal participants	Who is doing what during the process execution?	Process responsibilities (e.g. process owner, process managers), competencies or disciplinary responsibilities of activities (e.g. for the allocation of resources or legal matters) (Lohmann and zur Muehlen, 2015)	Emergency services are increasingly using apps that notify registered users about close-by emergencies (e.g. cardiac attack). Qualified persons who use the app (e.g. nurses) are included in the emergency process to administer first aid before paramedics arrive
Revenue model	How/where can we generate revenue (differently)?	Revenue techniques (e.g. advertising-, commission- or licensing-based revenue logics) and revenue sources (e.g. new revenue models through digitalization) (Veit et al., 2014)	In the UK-based café chain ZIFERBLAT, customers pay for the time spent in the venue and not for their consumption. While the underlying process remains similar, the revenue model changed
Business partner	Which parts of the process can we outsource/insource?	Suppliers (delivering materials or services to be further processed), intermediaries (agents between organization and customers), and alliance partners (producing complementary products or services) (Parker et al., 2016; Saxena and Bharadwaj, 2009)	With its well-developed infrastructure, Amazon supports producers of books by acting as an intermediary in the purchasing process between producers (e.g. independent writers) and customers; thus, the activities related to sales, marketing and distribution are outsourced to the business partner (Amazon)