The impact of process mapping on transparency

Leidy Klotz, Michael Horman, Henry H. Bi, John Bechtel. 2008. The impact of process mapping on transparency. International Journal of Productivity and Performance Management (1741-0401). 57(8): 623-636. DOI: 10.1108/17410400810916053

14 Pages Posted: 1 Mar 2010 Last revised: 26 Apr 2019

See all articles by Leidy Klotz

Leidy Klotz

Pennsylvania State University

Michael Horman

Pennsylvania State University

Henry H. Bi

Willamette University - Atkinson Graduate School of Management

John Bechtel

Penn State Office of Physical Plant

Date Written: 2008

Abstract

Purpose – Process mapping is used to articulate the activities and procedures of business entities in a graphical way as pictorial images readily convey considerable information. The objective of this research is to provide evidence and a methodology to assist organizations in evaluating the early stages of their process mapping efforts.

Design/methodology/approach – A review of literature identifies key characteristics of transparency (process visibility) related to process mapping. Quizzes and surveys are used to study the impact of process mapping on transparency in an employee training session.
Findings – The paper finds that process mapping increases transparency between 5 percent and 27 percent for the applications discussed in this paper.

Research limitations/implications – The research presumes that better understanding and recall of the company’s business processes equates to higher transparency. This research study is limited to one field test, organization, and process mapping methodology. These limitations should be considered when extrapolating the results to other organizations.

Practical implications – The methodology outlined in this paper provides a way to measure the
impact that formalizing (mapping) an organization’s business processes and then using these maps to communicate the organization’s business processes has on an individual employee’s understanding and recall of those business processes. This methodology may help other organizations evaluate the early stages of their process mapping efforts.

Originality/value – A measurable definition of transparency is developed. A field study provides evidence that process mapping increases transparency and a methodology is shared for others to study the impacts of their process mapping efforts.

Keywords: Management activity, Knowledge mapping, Continuous improvement

JEL Classification: M1

Suggested Citation

Klotz, Leidy and Horman, Michael and Bi, Henry H. and Bechtel, John, The impact of process mapping on transparency (2008). Leidy Klotz, Michael Horman, Henry H. Bi, John Bechtel. 2008. The impact of process mapping on transparency. International Journal of Productivity and Performance Management (1741-0401). 57(8): 623-636. DOI: 10.1108/17410400810916053, Available at SSRN: https://ssrn.com/abstract=1561306

Leidy Klotz

Pennsylvania State University

University Park
State College, PA 16802
United States

Michael Horman

Pennsylvania State University

University Park
State College, PA 16802
United States

Henry H. Bi (Contact Author)

Willamette University - Atkinson Graduate School of Management ( email )

900 State Street
Salem, OR 97301
United States

HOME PAGE: http://willamette.edu/mba/faculty-research/faculty/bi/index.html

John Bechtel

Penn State Office of Physical Plant

University Park
State College, PA 16802
United States

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