Business Process Management (BPM) in clinical research centers: understanding the relationship between BPM culture, BPM methods and process performance

• Grant number: 21/14363-4
• Support Opportunities: Regular Research Grants
• Start date: March 01, 2023
• End date: February 28, 2025
• Field of knowledge: Applied Social Sciences - Administration - Business Administration
• Principal Investigator: Silvia Inês Dallavalle de Pádua
• Grantee: Silvia Inês Dallavalle de Pádua
• Host Institution: Faculdade de Economia, Administração e Contabilidade de Ribeirão Preto (FEARP). Universidade de São Paulo (USP). Ribeirão Preto , SP, Brazil
• Associated researchers: Eduardo Barbosa Coelho ; Hajo Alexander Reijers ; Leander Luiz Klein
• Associated research grant(s): 23/08335-3 - Clinicial trial business process management supported by digital twins, AP.R SPRINT

Abstract

The need for quick transfer of information, quick decision-making, and adjustment to change has motivated organizations to opt for a business process management (BPM) approach that focuses on process results. Health-related organizations, such as clinical research units, have sought solutions on an individual basis, since the environment is very dynamic and complex and requires a multidisciplinary team: investigating physician, clinical study coordinators, research participants (patients), nurses, and pharmacists. The pandemic highlighted the need for coordinated multicenter studies. Barriers to implementing clinical research protocols are universal: protocol complexity and increased resource load to collect and manage data, among others. The BPM approach is suitable to help clinical research centers improve their performance, reduce communication time and human errors, and provide quality data to increase flexibility. The success of initiatives oriented toward promoting BPM relies on the application of methods and cultural changes. The objective of the present study is understanding the relation between culture, BPM methods and process performance empirically in a Clinical Research Center. For this objective to be achieved, it is necessary to: (1) review the state-of-the-art literature on BPM and healthcare organizations/clinical research units to validate a conceptual framework that supports research, considering cultural issues necessary for transformation; (2) study the relationship between culture, BPM methods, and process performance empirically. It is expected that the study will contribute to: (1) researchers seeking process innovation in clinical research centers to orchestrate many functions of diverse departments and specialized medical disciplines; (2) managers who participate in multicenter studies in a heterogeneous international context; (3) BPM researchers seeking to understand which cultural aspects are most challenging for health management; and (4) expansion of knowledge regarding BPM in complex knowledge-intensive environments such as clinical research. (AU)

Scientific publications

(References retrieved automatically from Web of Science and SciELO through information on FAPESP grants and their corresponding numbers as mentioned in the publications by the authors)

MOREIRA, SERGIO ADRIANY SANTOS; DALLAVALLE, SILVIA. Unraveling the trends in business process management: a comprehensive bibliometric analysis of management and business literature. BUSINESS PROCESS MANAGEMENT JOURNAL, v. N/A, p. 23-pg., 2024-07-24. (21/14363-4)

MOREIRA, SERGIO ADRIANY SANTOS; DALLAVALLE, SILVIA. Unlocking the potential of digital innovations on BPM: a bibliometric and systematic literature review. BUSINESS PROCESS MANAGEMENT JOURNAL, v. N/A, p. 28-pg., 2024-10-08. (23/08335-3, 21/14363-4)

DE PADUA, SILVIA INES DALLAVALLE; LOURENCAO, MARINA; MOREIRA, SERGIO ADRIANY SANTOS; RIBEIRO, LUIZ RICARDO BRITO. Fostering BPM Learning Through PBL: Development and Application of an Educational Framework. BUSINESS PROCESS MANAGEMENT: BLOCKCHAIN, ROBOTIC PROCESS AUTOMATION, CENTRAL AND EASTERN EUROPEAN, EDUCATORS AND INDUSTRY FORUM: BPM 2024 BLOCKCHAIN, RPA, CEE, EDUCATORS AND INDUSTRY FORUM, v. 527, p. 10-pg., 2024-01-01. (21/14363-4, 23/08335-3)