It is also necessary to account for the partially conflicting effects of BPS on different dimensions of process performance.
Specifically, firms that exhibit expertise along the dimensions of process elements (acquisition, transformation, and conversion of knowledge) will tend to experience higher levels of performance.
Therefore, in view of several thousands jobs to be analyzed, the dimension of process evolution function (vec {S}_{P}(t|{s_{j}})) has to be reduced.
So far, research on BPS has predominantly taken a descriptive perspective, analyzing how BPS affects different dimensions of process performance (e.g., cost, quality, time, flexibility).
On the one hand, BPS positively influences different dimensions of process performance, such as time, cost, and quality (Münstermann et al. 2010).
While careful to distance themselves from the more heretical dimensions of process metaphysics, they have stirred controversy in their communities of faith by defending aspects of process theism (Pinnock et al. 1994; Enxing 2013, ch. 5).
Projects are not considered (O.2) Our planning model accounts for the time, quality, and cost dimensions of process performance as well as for the trade-offs among these dimensions.
There is a mature body of descriptive knowledge on how BPS affects different dimensions of process performance and on the partially conflicting nature of these BPS effects (Münstermann et al. 2010; Rosenkranz et al. 2010; Schäfermeyer et al. 2010).
Below, we compile those insights from the extant body of descriptive knowledge on BPS that indicate how BPS affects the dimensions of process performance included in the Devil's Quadrangle.
For example, implementation of both concepts calls for a systems perspective where the dimensions of process-people- tools/techniques are linked holistically.
