Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 10

Innovative Multicriteria Approach to Business Process Management Maturity in the Public Sector Janaina Piana α , Fernanda Cavicchioli Zola σ , Aline Tomeleri da Costa ρ , Gabriel Secco Paz Ѡ & Daiane Maria De Genaro Chiroli ¥ Abstract- Purpose: The objective of this work is to propose a business process management maturity model (BPMMM), prescriptive and with multicriteria decision-making approach (MCDM). Design/Methodology/Approach: The relevant literature was examined to develop BPMMM. The Analytic Hierarchy Process (AHP) method was chosen to evaluate the weight of the capabilities. The Fuzzy Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) method measured the maturity level. The model was applied in property divisions (DIPAT) of two federal universities (public institutions) with comparative and prescriptive purpose: Reference DIPAT and Real DIPAT. Findings: The AHP method allowed the analysis and weighting of capabilities. Fuzzy-TOPSIS has enabled the determination of maturity level effectively. As a result, Reference DIPAT and Real DIPAT obtained maturity level 3 (defined). Through comparative analysis, the critical factors for improvements in Real DIPAT were: strategic alignment, culture and people. Practical Implications: The model proved to be effective for descriptive, comparative and prescriptive purposes. In addition, the model can be used by managers from other areas to identify critical capabilities in process management and continuous performance improvement, resulting in the achievement of higher levels of maturity. Originality/Value: Most BPMM models have a qualitative analysis of the maturity level. The proposed model presents a quantitative analysis, based on the MCDM, which brings great methodological rigor in the construction and application of the model. Keywords: business process management, maturity model, multicriteria decision-making. I. I ntroduction usiness Process Management (BPM) has been extensively addressed and refers to a combination of modeling, automation, execution, control, measurement, and optimization of activities applied to corporate objectives, encompassing systems, human resources, customers, and partners (Mahendrawathi et al., 2019). Therefore, BPM aims to assist organizations in the continuous improvement of their processes, describing how organizations operate, which directly impacts their performance (van Looy et al., 2013; Boer et al., 2015). The measurement of processes in organizations is carried out through maturity models (MM). MM is an essential tool for improvement in organizations (van Looy et al., 2013) and an instrument capable of continuously evaluating and improving their processes (Tarhan et al., 2015). Additionally, process maturity refers to the assessment of its overall conditions, analyzed through different sets of multidimensional criteria. In this process, maturity levels range from an initial state to a more mature state (Froger et al., 2019). Generally, processes with a high level of maturity are associated with better performance, meaning that the output products and services have higher quality (Dijkman et al., 2015). Despite its significance, the widespread adoption of maturity models in the BPM field has not materialized in organizations (Tarhan et al., 2016). Numerous maturity models proposed in the literature (Aragão et al., 2023; Chiroli et al., 2022; Mello et al., 2022; Soares et al., 2020) have been criticized in studies citing problems such as application complexity, limited flexibility, lack of empirical evidence presentation, and restricted prescriptive characteristics (Alshathry, 2016; Röglinger et al., 2012; Tarhan et al., 2015; Tarhan et al., 2016). Moreover, the measurement of maturity is often performed through qualitative methods, introducing limitations and high subjectivity to the models. Röglinger et al. (2012) consider that the development of Business Process Management Maturity Models (BPMMM) should be based on integrating and consolidating an existing model, such as Tarhan et al. (2016), emphasizing the consolidation of BPMMM, B Global Journal of Management and Business Research ( A ) XXIII Issue X Version I Year 2023 55 © 2023 Global Journals Author α : Doctor in Administration. Adjunct Professor at the Federal Technological University of Paraná (UTFPR) - Campus Apucarana. Apucarana - PR –Brazil. e-mail: janainapiana@utfpr.edu.br Author σ : Doctor in Production Engineering. Professor at the Federal Technological University of Paraná. Apucarana - PR – Brazil. e-mail: fzola@utfpr.edu.br Author ρ : Master’s in public administration. Administrative Assistant at the Federal Technological University - Campus Londrina- PR – Brazil. e-mail: alinetomeleri@hotmail.com Author Ѡ : Master's student in Urban Engineering. StateUniversityof Maringá. Maringá - PR – Brazil. e-mail: pg404790@uem.br Author ¥ : Doctor in Production Engineering. Professor at the Federal Technological University of Paraná. Apucarana - PR and at the Postgraduate Program in Urban Engineering at the State University of Maringá. Maringá - PR – Brazil. e-mail: daianechiroli@utfpr.edu.br