There is some evidence that organizational benefits depend on a more complex chain of sequential effects, considering the significance of changing the HRM role as a precursor which constitutes a 'hub' to change HRD practices in order to facilitate capability developments.
The relevance of the leadership role and implementation strategy, as the 'order of implementation' creates the capacity to constitute and link HR-related processes to governmental capability developments within the accounting change process (Kang and Snell 2009; Eisenhardt and Martin 2000).
Capability development: to develop an organization's BPM capability and improve individual processes in an integrated manner, it is necessary to (a) consider projects that affect an organization's processes (operational capabilities) and projects that focus on BPM (dynamic capability).
Against this background, we define the following design objectives: O.1 Capability development: to develop an organization's BPM capability and improve individual processes in an integrated manner, it is necessary to (a) consider projects that affect an organization's processes (operational capabilities) and projects that focus on BPM (dynamic capability).
The third stream related to BPM capability development takes a prescriptive perspective, providing guidance on how to develop BPM in light of different organizational contexts.
The second stream is concerned with describing how organizations develop their BPM capability and explaining different types of BPM capability development from a theoretical perspective (Niehaves et al. 2014; Pöppelbuß et al. 2015).
These businesses can offer a useful perspective on funding, capability development, regulatory changes and access to information on procurement opportunities.
We require oversight of the safety of our pharmaceuticals, oversight of nuclear capability development worldwide, random audits of individual tax returns and covert surveillance of our potential adversaries.
Based in Shrivenham, Wiltshire, the DCDC's reports "help inform decisions in defence strategy, capability development and operations" across all three branches of the armed forces.
"While we do need to oversee the money to maintain donors' confidence, a critical component of our presence is capability development," one American military officer said.
It recommended that Special Operations Command (SOCOMD) be given control of much of its own budget, "In the same way that other specialist organisations, such as the Australian Signals Directorate, have a capability development budget that's managed in house".
