Fatores críticos de sucesso na gestão de processos de negócio intensivos em conhecimento

Abstract

Most published studies about Business Process Management (BPM) addresses industrial business processes and easily automatable business processes. This emphasis leaves aside another type of process, very present and fully relevant in today's society, the knowledgeintensive business processes (KIBP), which have distinctive characteristics to others. The purpose of this paper is to highlight the KIBP, investigating whether the critical success factors identified in BPM works are also relevant to the management of KIBP. To achieve this goal,were used a qualitative research methodology. The research was conducted through individual analysis of five case studies, a simple assimilation of the cases and a qualitative comparative analysis (QCA). As a result of the research, it was identified that the critical success factors of BPM apply to KIBP management, specifically software development KIBP (SD-KIBP). Added to this discovery, were identified three predominant critical factors for success in SD-KIBP management; three causal pathways of critical factors that result in SD-KIBP management success; and a causal configuration of critical factors that does not result in SD-KIBP management success. This research contributed to the BPM discipline bringing emphasis to a little discussed topic, the KIBP, demonstrating that it has important characteristics and needed to be considered with proper care. Considering the large number of organizations that make use of KIBP at their operations, such as medical organizations, schools, consulting, software development companies, engineering firms, architecture, law, advertising and design, among many other organizations that are directly affected by the quality and productivity of their KIBP, the finding of differences and distinct possibilities of appropriate approaches to dealing with such processes can make a significant contribution in the way they structure and performtheir operations. The implications of these changes have the ability to change management approaches of these organizations and direct them to a position of greater efficiency and assertiveness in formulating their strategies and allocation of organizational resources.