Utilização da Gestão por Processos de Negócio nas Organizações do Setor Metalmecânico de Caxias Do Sul

Business Process Management (BPM) emerged to facilitate integration and cohesion of different areas of an organization, which focuses on creating greater value to customer. This study aims to investigate BPM application in small, medium and large metalworking companies located in Caxias do Sul, belo...

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Autores principales:	Michele Otobelli Bertéli, Paulo Fernando Pinto Barcellos
Formato:	article
Lenguaje:	PT
Publicado:	Universidade Regional do Noroeste do Estado do Rio Grande do Sul 2017
Materias:	business process management bpm metalworking industry caxias do sul Economic growth, development, planning HD72-88
Acceso en línea:	http://dx.doi.org/10.21527/2237-6453.2017.38.403-440 https://doaj.org/article/23f5bce449af4f4097beffbbd9ee568b
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spelling	oai:doaj.org-article:23f5bce449af4f4097beffbbd9ee568b2021-11-11T15:16:07ZUtilização da Gestão por Processos de Negócio nas Organizações do Setor Metalmecânico de Caxias Do Sul1678-48552237-6453http://dx.doi.org/10.21527/2237-6453.2017.38.403-440https://doaj.org/article/23f5bce449af4f4097beffbbd9ee568b2017-01-01T00:00:00Zhttp://www.redalyc.org/articulo.oa?id=75248917018https://doaj.org/toc/1678-4855https://doaj.org/toc/2237-6453Business Process Management (BPM) emerged to facilitate integration and cohesion of different areas of an organization, which focuses on creating greater value to customer. This study aims to investigate BPM application in small, medium and large metalworking companies located in Caxias do Sul, belonging to the largest metalworking regions of the State of Rio Grande do Sul and the second in Brazil. A survey instrument, adapted from Paim (2007), was applied to a sample of 106 companies. Results show that 47.2% of the companies have used BPM as a predominant management style. Moreover, the average BPM degree practiced by respondent companies was 2.98, in a scale where 1 means “no practice at all” and 5 indicates “solid practice”. Improvement of internal processes was most appointed (22.4%) as the reason why companies decided to use BPM. One of the major conclusions of the research is that even organizations that say to be involved with BPM are in a transition phase from traditional management style. The use of BPM to the fullest extent has not been observed in the scope of this research.Michele Otobelli BertéliPaulo Fernando Pinto BarcellosUniversidade Regional do Noroeste do Estado do Rio Grande do Sularticlebusiness process managementbpmmetalworking industrycaxias do sulEconomic growth, development, planningHD72-88PTDesenvolvimento em Questão, Vol 15, Iss 38, Pp 403-440 (2017)
institution	DOAJ
collection	DOAJ
language	PT
topic	business process management bpm metalworking industry caxias do sul Economic growth, development, planning HD72-88
spellingShingle	business process management bpm metalworking industry caxias do sul Economic growth, development, planning HD72-88 Michele Otobelli Bertéli Paulo Fernando Pinto Barcellos Utilização da Gestão por Processos de Negócio nas Organizações do Setor Metalmecânico de Caxias Do Sul
description	Business Process Management (BPM) emerged to facilitate integration and cohesion of different areas of an organization, which focuses on creating greater value to customer. This study aims to investigate BPM application in small, medium and large metalworking companies located in Caxias do Sul, belonging to the largest metalworking regions of the State of Rio Grande do Sul and the second in Brazil. A survey instrument, adapted from Paim (2007), was applied to a sample of 106 companies. Results show that 47.2% of the companies have used BPM as a predominant management style. Moreover, the average BPM degree practiced by respondent companies was 2.98, in a scale where 1 means “no practice at all” and 5 indicates “solid practice”. Improvement of internal processes was most appointed (22.4%) as the reason why companies decided to use BPM. One of the major conclusions of the research is that even organizations that say to be involved with BPM are in a transition phase from traditional management style. The use of BPM to the fullest extent has not been observed in the scope of this research.
format	article
author	Michele Otobelli Bertéli Paulo Fernando Pinto Barcellos
author_facet	Michele Otobelli Bertéli Paulo Fernando Pinto Barcellos
author_sort	Michele Otobelli Bertéli
title	Utilização da Gestão por Processos de Negócio nas Organizações do Setor Metalmecânico de Caxias Do Sul
title_short	Utilização da Gestão por Processos de Negócio nas Organizações do Setor Metalmecânico de Caxias Do Sul
title_full	Utilização da Gestão por Processos de Negócio nas Organizações do Setor Metalmecânico de Caxias Do Sul
title_fullStr	Utilização da Gestão por Processos de Negócio nas Organizações do Setor Metalmecânico de Caxias Do Sul
title_full_unstemmed	Utilização da Gestão por Processos de Negócio nas Organizações do Setor Metalmecânico de Caxias Do Sul
title_sort	utilização da gestão por processos de negócio nas organizações do setor metalmecânico de caxias do sul
publisher	Universidade Regional do Noroeste do Estado do Rio Grande do Sul
publishDate	2017
url	http://dx.doi.org/10.21527/2237-6453.2017.38.403-440 https://doaj.org/article/23f5bce449af4f4097beffbbd9ee568b
work_keys_str_mv	AT micheleotobelliberteli utilizacaodagestaoporprocessosdenegocionasorganizacoesdosetormetalmecanicodecaxiasdosul AT paulofernandopintobarcellos utilizacaodagestaoporprocessosdenegocionasorganizacoesdosetormetalmecanicodecaxiasdosul
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Utilização da Gestão por Processos de Negócio nas Organizações do Setor Metalmecânico de Caxias Do Sul

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