=Paper=
{{Paper
|id=Vol-3327/paper04
|storemode=property
|title=A Bibliometric Analysis of Business Process Capabilities: Towards a Conceptual Model
|pdfUrl=https://ceur-ws.org/Vol-3327/paper04.pdf
|volume=Vol-3327
|authors=Silvia Bogea Gomes,Flavia Maria Santoro,Miguel Mira da Silva
|dblpUrl=https://dblp.org/rec/conf/ifip8-1/GomesSS22
}}
==A Bibliometric Analysis of Business Process Capabilities: Towards a Conceptual Model==
https://ceur-ws.org/Vol-3327/paper04.pdf
A Bibliometric Analysis of Business Process Capabilities: Towards
a Conceptual Model
Silvia Bogea Gomes 1,2, Flavia Maria Santoro 3 and Miguel Mira da Silva 1,2
1
Instituto Superior Tecnico, University of Lisbon, Lisbon, Portugal
2
INOV INESC Inovacao, Lisbon, Portugal
3
Institute of Technology and Leadership, Sao Paulo, Brasil
Abstract
This study presents a bibliometric analysis using the Web of Science core collection database
to support the development of the business process capabilities domain, enhancing the
knowledge about the key scientific journals, authors, and papers, besides the subject areas and
the main definitions that shaped this topic. This bibliometric analysis comprises the following
fundamental matters: (1) the number of studies published per year, (2) the most prolific and
influential authors, (3) the assessment of studies citing business process capabilities, and (4)
the main subject areas and definitions on this topic. Furthermore, based on the list of studies
and the indicators identified, we mapped the business process capability concept and its main
related concepts. This study provides helpful information for those attempting to analyze and
deepen the business process capabilities in the literature while providing some insights
concerning its conceptualization and growth.
Keywords 1
Business process capabilities, bibliometric analysis, Web of Science
1. Introduction
Organizations perform better when they pay explicit attention to their business processes from start
to end, than when they do not. It is essential to understand the parts of the business process, but also the
people involved in these steps, the information being exchanged and processed while going through
them, and the technologies invoked when executing the various steps to do this well. Optimizing and
aligning all these elements will enable an organization to improve the generation of a particular product
or service [1]. Probably because of that, in general, it is more common to find works about business
capability (capabilities related to aspects of a business as processes, information, and value), or business
process management capability (capabilities related to the management of business processes). A (set
of) business process(es) is typically part of what constitutes a business capability and is part of
constituting BPM capability. Therefore, in this paper, our research's main objective is to clarify the core
of business capabilities and BPM capabilities, i.e., the business process capability concept.
To achieve these objectives, we performed a bibliographic analysis to elucidate a better definition
of business process capabilities and its central relationships, mapping its state of the art and identifying
gaps and trends related to this concept, based on this topic previous studies. Our study contributes to
the literature, improving the perception of the theoretical corpus of business process capability research.
This paper is structured as follows: Section 2 summarizes the bibliometric analysis method. Section
3 presents a bibliometric analysis of business process capabilities based on the method identified in
Section 2. Section 4 discusses the main contributions of the conceptual model. Finally, Section 5
presents the limitations and future directions of the business process capability concept research.
1
PoEM 2022 Forum, 15th IFIP Working Conference on the Practice of Enterprise Modeling 2022 (PoEM-Forum 2022),
November 23-25, 2022, London, UK
EMAIL: silvia.bogea@inov.pt; flavia@inteli.edu.br; mms@tecnico.ulisboa.pt
ORCID: 0000-0001-9058-393X; 0000-0003-3421-1984; 0000-0002-0489-4465
© 2020 Copyright for this paper by its authors.
Use permitted under Creative Commons License Attribution 4.0 International (CC BY 4.0).
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2. Method
The concept of bibliometrics, or bibliometric analysis, was introduced by Alan Pritchard in 1969
and it has grown exponentially since the advent of the Internet. Bibliometric analysis is a discipline that
applies statistical methods to evaluate the development and knowledge enhancement related to a
specific subject and to assess the scientific quality and influence of the distinct works and sources [2].
Its application in a study's initial phase can ensure that relevant references to the literature are
considered. In addition, it sheds a light on the literature gaps and allow us to substantiate the scientific
demand and originality of the proposed study [3].
The bibliometric analysis is used to measure and compare the scientific output, research groups,
institutions, regions, or countries using indicators based on the number of publications, the quotes
received, and the collaborations. It can also identify the most important or influential journals in a
specific field and monitor the evolution of a discipline or research subject over time [4]. We conducted
this bibliometric analysis considering the method stage based on [3] proposal, as seen in Figure 1.
Figure 1: Bibliometric analysis method stages based on [3]
Bibliometric methods involve several tools to help researchers identify a relevant and current
research problem. Bibliometric indicators can give more consistency to a research project as they use
statistics from different bibliographic databases that differ in scope, data volume, and coverage. The
research project objectives and methods can clearly and concisely illustrate the scientific gaps in a field
with the development of the research project based on bibliometric analysis. The gaps analysis's main
objective in the literature is to provide the researcher with ways to identify opportunities for exploring
new relevant topics of a given field of research, as well as studies that had not been fully explored and
which require the further studies development to advance the state of the art of a particular theme [3].
3. A Business Process Capabilities Bibliometric Analysis
3.1. Defining Field of Study and Selecting Search Platform
This work's primary purpose is to clarify the concept of business process capabilities (topic), conduct
a bibliometric analysis of the existing research on business process capabilities, and develop a
conceptual model. We chose the Web of Science (WoS) core collection database [5] as a basis, after
confirm on google scholar database that about 53% of article titles cite only 'Web of Science' as the
bibliometrics database. WoS search platform embraces general interest IS journals and conference
proceedings [5]. A bibliometric analysis was performed on 68 manuscripts extracted from WoS.
As related works, we identified an article about "Bibliometric analysis for process capability
research" to assess operational losses due to noncompliance to customer specifications in manufacturing
[6]. That work applied the process capability analysis to assess the capability of a manufacturing
process, where information about the process is used to improve the capability. It is a specific
application of business process capability in manufacturing, so it has a different purpose from our work,
which is to clarify the business process capability concept, using the previous studies on this topic.
3.2. Mining Bibliometric Data
Firstly, we defined and executed the search criteria. Its search string was enclosed in the title
(business process* capabilit*) AND abstract (business process* capabilit*) without the restriction of
published date, type, or categories. This topic comprehended 68 papers published on the WoS, which
included 41 journal papers, 25 proceedings papers, two reviews, and one anticipated access. Then, we
identified bibliometric indicators adequate to our study (highlighted in italic).
The most seminal paper on business process capability is the highest cited in this topic. In 2004, this
paper [7] was introduced connecting capabilities, business processes, competitive advantage, and the
resource-based view. It discussed the relationship between resources and capabilities, on the one hand,
and business processes, activities, and routines, on the other. The paper argued that these results would
not mean organizations should not invest in technology resources and other tangible aspects of customer
service. However, because these resources would not be costly to imitate, most organizations in a
mature industry like the insurance industry should already have them in place, and thus they should not
be a source of competitive advantage.
Times cited and publications over time. The total of 68 publications distributed per year on business
process capabilities since 2004 (the year of the seminal work) is presented in Figure 2. During the first
year, there was only one published study on the WoS. The following two years had no publications,
they were seen again in 2007. During the following years after the seminal work, the annual volume
presented two positive peaks in 2010 and 2014. However, in 2021, the number of publications
experienced a slight decrease, which may suggest that the topic might be entering a reevaluation
considering the impacts of the pandemic. The annual citations’ volume has continually increased.
The 21 countries with the highest productivity rate were Peoples R China (11 papers); USA (9);
Germany (7); Indonesia (6); Australia and Belgium (4); Ireland, Italy, and Russia (3); Brazil, England,
Finland, India, Malaysia, Netherlands, New Zealand, Poland, Spain, Sweden, Taiwan, and Tunisia (2),
totalizing 42 publications. The other 26 countries cited presented one publication each. This
productivity rate was measured through different indicators such as the h-index used to measure the
quality of research output based on the number of citations received.
Figure 2: The times cited of the 68 Publications timeline (source: [5])
Moreover, from the indicators suggested by [3], we selected the types of bibliometric analyses that
aligned with our work objective: the authors and keywords analysis. Many authors (175 according to
WoS [5]) have researched business process capabilities and published their findings in scientific
journals. WoS indexes scientific journals of different research areas as BPM, Marketing, Information
Systems and Sustainability, revealing that distinct journals, from different areas, have published
research studies on business process capabilities.
Analyzing the most cited authors is helpful to understand the authors who are references in this area.
13 authors published more than one paper on business process capabilities. Jing Zhao is the author with
the highest number of published papers in this segment (4 papers). However, Zhao and his co-authors
only published until 2013. The authors who published three papers in this thread were Amy Van Looy,
E. R. Mahendrawathi, Sami Bhiri, Shan Liu, and Wassim Derguech. The H-Index in this topic
(considering the 68 publications) is 19. Of all the authors who published more than one paper, Amy
Van Looy [8] and Shan Liu [9]–[11] are co-authors of papers with more than 19 citations. In the last
five years (between 2018 and 2022), 78 authors published 26 papers. The author who published the
most in this period was Mahendrawathi, E.R. [12]–[14], followed by her co-author Nurmadewi, D. [12],
[13] and Van Looy, A. [15], [16].
In the WoS Core Collection, Author Keywords are included in records of papers and conference
proceedings. KeyWords Plus® are index terms automatically generated from the titles of cited papers.
Its terms must have appeared more than once in the bibliography and were ordered from multi-word
phrases to single terms. KeyWords Plus augments traditional Keyword or title retrieval [5]. Author
Keywords were grouped, as well as KeyWords Plus.
3.3. Analyzing the Bibliometric Data
The main concepts (highlighted in bold) founded in the bibliometric analysis, basis for this paper,
are introduced following. Capability is the ability and capacity that enable an organization to achieve
a business goal in a specific context [17]. Capability management is a research area focusing on
managing organizations' ability and capacity.
A process is a series of interconnected activities that takes input, adds value, and produces output.
It is how organizations work their day-to-day routines. Business processes are at the heart of each
organization. They describe how organizations operate and impact how organizations perform [18].
Business processes play an essential role in capability management, so it is vital to consider the notion
of capability when managing business processes [17]. The business process capability is an essential
mediator in potentially realizing organization performance from the knowledge resources [19].
Also, it is a valuable resource that enables organizations to sustain competitive advantage, as they
are best protected by isolated mechanisms such as social complexity, path dependency and unique
historical conditions [20]. Business process management (BPM) consolidates how to best manage the
(re-)design of individual business processes and how to develop a foundational Business Process
Management capability in organizations catering for a variety of purposes and contexts [21].
When through development or acquisition, an organization possesses resources that are valuable,
inimitable, rare, and non-substitutable, a competitive advantage can be achieved and sustained, allowing
the organization to implement value-creating and difficult-to-duplicate strategies [22]. The resource-
based view (RBV) asserts that organizations gain and sustain competitive advantages by deploying
valuable resources and capabilities that are inelastic. The resources alone cannot be a source of
competitive advantage. Resources can only be a source of competitive advantage if they are used to do
something, i.e., if those resources are exploited through business processes [7].
Furthermore, the business strategy goal is to create competitive advantages in the industry in which
an organization operates. For that, a business strategy should effectively connect unique knowledge
resources. Knowledge management must reflect the business strategy to create customers' value, earn
profit for the organization, and manage employees, directly influencing the knowledge management
process. The knowledge management process is defined as the degree to which the organization
creates, shares, and utilizes knowledge resources across functional boundaries. The knowledge
management process uses a variety of infrastructure capabilities, such as knowledge-based culture,
structure, technology, and human resource [23].
Additionally, the organizations must continue to interact with multiple partners in digital or
conventional supply chains. The negotiation’s organizational model serves as a means of effectively
managing organizational boundaries. Boundaries are defined as transitional areas between inside and
outside. These boundaries, in which it is difficult to distinguish organizations from the external
environment, circumscribe resources and capabilities over which organizations extend their governance
and control [22].
3.4. Mapping the State of Art
According to [3], after analyzing gaps in the selected papers and reviews, it is possible to group the
main issues addressed in the universe studied. Moreover, for these authors, another way to identify
literature gaps is by analyzing papers' most used keywords on a given topic, and one should be aware
if a keyword often used in the papers is no longer observed with such frequency and regularity because
it can be a sign of possible exhaustion of a theme in the literature.
From the 68 papers, we identified 51 papers which studies clarify the concept of business process
capabilities, considering our proposal of developing a business process capabilities conceptual model.
We consolidated five clusters of keywords and generated a timeline to analyze the topic (see Table 1),
dividing the 51 papers by published years in four periods: 2004-9 (3 papers selected), 2010-14 (16
papers selected), 2015-19 (22 papers selected), 2020-2024 (today 10 papers).
In the first period (2004-2009), there were fewer productions, only three papers, all related to
competitive advantage and knowledge resources. In the second period (2010-14), the papers started to
explore the strategy, types of capabilities, organizational capabilities, outsourcing, alliances, and supply
chain processes. The third period (2015-19) had more paper production than the two periods before.
Besides, in this period, the papers presented new keywords such as Ambidextrous BPM, Risk, and
Boundary Strategy. The keywords ambidextrous BPM and risk were not identified in the next period.
The fourth period (2020-2024) has more papers than the other periods, except for 2020, which has only
one paper.
Table 1
The 51 papers analyzed timeline to the business process capability topic (source: authors)
Business process capability &
Year
Year Competitive Business Process Organization and
Knowledge Resources Strategy Qty
Advantage Capability types Boundaries
2004 [7] [7] 1
2005
2006
2007 [24] [24] 1
2008 [25] [25] 1
2009
[26], [27] [26], [27], [28], [29], [27], [28], [27], [30] [28]
2010 5
[30] [30]
2011 [23], [31], [32] [23] [32] 3
2012 [33] [33] [33] 1
2013 [34] [34] 1
[20], [35] [20], [35], [36], [37], [35] [36], [38] [20], [35], [39]
2014 6
[38]
2015 [11], [40], [41] [11], [40] [40], [41], [42] 4
2016 [19], [43] [19], [43], [44], [45] [44], [45] [43], [44] [43], [44] 4
2017 [9], [46] [9] 2
[47] [47], [10], [48], [49], [50] [10] [47], [48], [50],
2018 6
[50] [51]
[22], [52] [14], [15], [22], [52], [22], [52], [22] [22], [52], [54]
2019 6
[53], [54] [53], [54]
2020 [18] [18] [18] 1
[55] [12], [55], [56], [57] [21], [55], [57], [58] [55], [57]
2021 6
[57]
2022 [59] [16], [59], [60] [60] [59] [16], [59] 3
We group the topics in the bibliometric study in research subareas, conducting the timeline analysis,
and searching for similarities between the various clusters are essential steps followed to identify gaps,
trends in research, and the connection between the business process capability and organization,
boundaries, capability’s types, strategy, performance, knowledge resources and competitive advantage
creating a map of business process capabilities connected concepts (see Figure 3).
(i) The business process capability, organization, and boundaries cluster. Organizations are
increasingly focusing on their business processes to excel [39]. Sometimes, organizations are
considered a set of interlinked business processes that meaningfully influence organizational strategy
and performance [47]. Besides the internal business processes, the organization have taken into account
the supply chain business process, to support a broader perspective to identify new integration and
coordination opportunities among organizations' value chains and external partners as outsourcing [22].
(ii) The business process capability types of clusters. It is related to the types of business process
capabilities and their applications: (a) Ordinary x dynamic capabilities. Ordinary capabilities enable an
organization to operate its business efficiently, while dynamic capabilities enable it to change its
operations by improving existing capabilities or creating new ones. The dynamic capabilities
perspective further suggests that dynamic capabilities play an essential role in organizational
performance during periods of change within the business environment [18]. Dynamic capabilities are
rooted in the organization's resource-based view (RBV). This perspective is seen from the concept of
the organization as a collection of resources that are difficult to imitate, creating a sustainable
competitive advantage and contributing to the difference in the company's performance. Dynamic
capability is a "high-order capability", which is very different from the "ordinary", "regular", or
"substantive", which refers to the ability of the company to solve the problem [42].
Figure 3: Business process capabilities connected concepts (source: authors)
(b) Internal x supply chain management business process. Supply chain management is an
integrative philosophy to manage the total flow of a distribution channel from supplier to the ultimate
user. From a business process perspective, supply chain management refers to managing the
relationships with suppliers and ensuring the quality of the supply chain. On the other hand, internal
business process management refers to how functional areas are managed to satisfy customer needs,
including process optimization and flexibility, product quality, brand management, and marketing,
operating cost reduction, cross-departmental collaborations, and problem-solving ability. In other
words, it refers to any business processes not related to activities dealing with external supplies and
customers [19]. (c) Exploitative x explorative capabilities. Emerging research on management
innovation has hypothesized a combination between novel BPM competencies and organizational
ambidexterity [50]. Ambidexterity refers to an organization's ability to manage current demands
(exploitation) while being adaptable to environmental changes (exploration). It has long been
recognized that organizations should engage in enough exploitation to ensure the organization's
viability and engage in enough exploration to ensure its future viability [33]. Indeed, organizational
ambidexterity has been linked to technological innovation, organizational learning, competitive
advantage, and organizational survival [51]. Moreover, business process capability can also be
classified in many other forms as for example outside-in capability (e.g., the organization can anticipate
market demands and create stable relationships with external stakeholders), inside-in capability (e.g.,
the organization can improve product/service innovation and financial management and cost control),
spanning capability (e.g., the organization can develop business strategies and execute inter- and intra-
organization collaboration) [20].
(iii) The business process capability and strategy cluster. The strategy should align internal and
external business processes to improve overall efficiency while preventing external supply chain actors
from acquiring critical information through their relationships with the organization [21]. The business
strategy goal is to create competitive advantages in the industry in which an organization operates. For
that, a business strategy should effectively connect unique knowledge resources. Knowledge
management must reflect the business strategy to create customers' value, earn profit for the
organization, and manage employees, directly influencing the knowledge management process. The
knowledge management process is defined as the degree to which the organization creates, shares, and
utilizes knowledge resources across functional boundaries. The knowledge management process uses a
variety of infrastructure capabilities, such as knowledge-based culture, structure, technology, and
human resource [23].
(iv) The business process capability and knowledge resources cluster. Knowledge has long been
regarded as a strategic resource that must be managed to improve an organization's competitive
performance. The knowledge-based organizations need to employ knowledge management as their
primary source of competitiveness. The knowledge management processes capabilities that make up
the dynamic fabric of these organizations are the most critical factors in establishing competitiveness
[55]. Besides, it is essential to recognize that resources cannot be a source of competitive advantage.
Resources can only be a source of competitive advantage if they are used to do something, i.e., if those
resources are exploited through business processes [7].
(v) The business process capability and competitive advantage cluster. The business process
capability is an essential and valuable resource that enables organizations to sustain competitive
advantage, as they are best protected by isolated mechanisms such as social complexity, path
dependency and unique historical conditions [20].
4. Discussion
The objective of this study was to organize and rationalize the published flow of knowledge under
the business process capabilities concept. We have evaluated and presented the literature structure under
business process capabilities and further derived the critical research areas and streams to ensure that
this study’s research objectives are met. In this section, we will discuss the implications of the study.
The year-wise chronological analysis of publications points out four periods of five years, first
between 2004-9, second between 2010-14, third from 2015-19, and four from 2020 onwards till date,
with a growing pattern globally. The study identified the most contributing and influential authors by
analyzing the number of documents published and the average citations per document received by each
author is the seminal work: the paper “Capabilities, business processes, and competitive advantage:
Choosing the dependent variable in empirical tests of the resource-based view” [7].
The study had substantial implications on academic and managerial aspects. In the context of
theoretical contributions, the study contributed to the current body of knowledge by analyzing the
progression of research under the business process capability topic. Through citation analysis, it derived
and consolidated the insights on influential authors and prominent keywords, which had significantly
sculpted the research under business process capability. One additional contribution from this study
was applying the concept of bibliometric analysis, which researchers can apply to gain insights on
critical issues and emerging research trends from other fields of interest.
For the practitioner community, our study provided relevant insights into the status of research and
future trends. Managers could leverage this acquired knowledge in many practical aspects. For example,
by assessing the present organizational status of business process capabilities, strategically deciding the
suitable business process capability portfolio, evaluating their maturity and organizational implications,
associated risks, mitigation plans, partner selection, and policy formulation to secure the success of
their business process capability initiatives.
5. Limitations and Future Research Directions
The study was restricted to one database (WoS) for data extraction, and the inferences drawn were
based on these papers. Although the database is considered the most exhaustive, it represents a
representative subset of full publications. Similarly, we extracted the papers based on specific keywords
from the social science citation index. There could be different results with varying search databases,
Indexes, or keywords. Therefore, results should be carefully generalized. Additionally, we have
segregated the research into clusters to derive research streams. Different tools, techniques, and authors'
understandings may yield distinct groups and different research steams. Also, the citation analysis was
based on quantity, it did not emphasize quality.
Overall, business process capabilities efforts were picking up in practice. We found limited author
keywords referencing potential terms such as digital, portfolio, and maturity from 2015. We proposed
that future studies evaluate these views. We found papers related to terms such as ambidexterity and
risk only in 2017-18. Finally, we suggest that this research theme should also be explored for future
research.
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