La gestión de procesos de negocio (BPM) y la gestión del conocimiento (KM): herramientas dinamizadoras. Validación por expertos del sector de la moda

ilustraciones, diagramas, tablas

Autores:
Peralta Roa, Germán Dario
Tipo de recurso:
Fecha de publicación:
2024
Institución:
Universidad Nacional de Colombia
Repositorio:
Universidad Nacional de Colombia
Idioma:
spa
OAI Identifier:
oai:repositorio.unal.edu.co:unal/86451
Acceso en línea:
https://repositorio.unal.edu.co/handle/unal/86451
https://repositorio.unal.edu.co/
Palabra clave:
000 - Ciencias de la computación, información y obras generales::001 - Conocimiento
350 - Administración pública y ciencia militar::351 - Administración pública
Gestión de procesos de negocio
Gestión del conocimiento
Sector moda
Herramientas de KM
Convergencia BPM-KM
BPM
KM
Business Process Management
Knowledge Management
Fashion Industry
KM Tools
BPM-KM Convergence
Gestión del conocimiento
knowledge management
business process management
Gestión de procesos de negocio
Rights
openAccess
License
Atribución-NoComercial-CompartirIgual 4.0 Internacional
id UNACIONAL2_c9cd1802932192abfb40ea014137a4d8
oai_identifier_str oai:repositorio.unal.edu.co:unal/86451
network_acronym_str UNACIONAL2
network_name_str Universidad Nacional de Colombia
repository_id_str
dc.title.spa.fl_str_mv La gestión de procesos de negocio (BPM) y la gestión del conocimiento (KM): herramientas dinamizadoras. Validación por expertos del sector de la moda
dc.title.translated.eng.fl_str_mv Business process management (BPM) and Knowledge management (KM): dynamic tools. Validation by fashion industry experts
title La gestión de procesos de negocio (BPM) y la gestión del conocimiento (KM): herramientas dinamizadoras. Validación por expertos del sector de la moda
spellingShingle La gestión de procesos de negocio (BPM) y la gestión del conocimiento (KM): herramientas dinamizadoras. Validación por expertos del sector de la moda
000 - Ciencias de la computación, información y obras generales::001 - Conocimiento
350 - Administración pública y ciencia militar::351 - Administración pública
Gestión de procesos de negocio
Gestión del conocimiento
Sector moda
Herramientas de KM
Convergencia BPM-KM
BPM
KM
Business Process Management
Knowledge Management
Fashion Industry
KM Tools
BPM-KM Convergence
Gestión del conocimiento
knowledge management
business process management
Gestión de procesos de negocio
title_short La gestión de procesos de negocio (BPM) y la gestión del conocimiento (KM): herramientas dinamizadoras. Validación por expertos del sector de la moda
title_full La gestión de procesos de negocio (BPM) y la gestión del conocimiento (KM): herramientas dinamizadoras. Validación por expertos del sector de la moda
title_fullStr La gestión de procesos de negocio (BPM) y la gestión del conocimiento (KM): herramientas dinamizadoras. Validación por expertos del sector de la moda
title_full_unstemmed La gestión de procesos de negocio (BPM) y la gestión del conocimiento (KM): herramientas dinamizadoras. Validación por expertos del sector de la moda
title_sort La gestión de procesos de negocio (BPM) y la gestión del conocimiento (KM): herramientas dinamizadoras. Validación por expertos del sector de la moda
dc.creator.fl_str_mv Peralta Roa, Germán Dario
dc.contributor.advisor.none.fl_str_mv Román Castillo, Ruth Esperanza
Rojas Amaya, José Stalin
dc.contributor.author.none.fl_str_mv Peralta Roa, Germán Dario
dc.subject.ddc.spa.fl_str_mv 000 - Ciencias de la computación, información y obras generales::001 - Conocimiento
350 - Administración pública y ciencia militar::351 - Administración pública
topic 000 - Ciencias de la computación, información y obras generales::001 - Conocimiento
350 - Administración pública y ciencia militar::351 - Administración pública
Gestión de procesos de negocio
Gestión del conocimiento
Sector moda
Herramientas de KM
Convergencia BPM-KM
BPM
KM
Business Process Management
Knowledge Management
Fashion Industry
KM Tools
BPM-KM Convergence
Gestión del conocimiento
knowledge management
business process management
Gestión de procesos de negocio
dc.subject.proposal.spa.fl_str_mv Gestión de procesos de negocio
Gestión del conocimiento
Sector moda
Herramientas de KM
Convergencia BPM-KM
dc.subject.proposal.none.fl_str_mv BPM
KM
dc.subject.proposal.eng.fl_str_mv Business Process Management
Knowledge Management
Fashion Industry
KM Tools
BPM-KM Convergence
dc.subject.wikidata.none.fl_str_mv Gestión del conocimiento
knowledge management
business process management
Gestión de procesos de negocio
description ilustraciones, diagramas, tablas
publishDate 2024
dc.date.accessioned.none.fl_str_mv 2024-07-16T14:26:30Z
dc.date.available.none.fl_str_mv 2024-07-16T14:26:30Z
dc.date.issued.none.fl_str_mv 2024-01-30
dc.type.spa.fl_str_mv Trabajo de grado - Maestría
dc.type.driver.spa.fl_str_mv info:eu-repo/semantics/masterThesis
dc.type.version.spa.fl_str_mv info:eu-repo/semantics/acceptedVersion
dc.type.content.spa.fl_str_mv Text
dc.type.redcol.spa.fl_str_mv http://purl.org/redcol/resource_type/TM
status_str acceptedVersion
dc.identifier.uri.none.fl_str_mv https://repositorio.unal.edu.co/handle/unal/86451
dc.identifier.instname.spa.fl_str_mv Universidad Nacional de Colombia
dc.identifier.reponame.spa.fl_str_mv Repositorio Institucional Universidad Nacional de Colombia
dc.identifier.repourl.spa.fl_str_mv https://repositorio.unal.edu.co/
url https://repositorio.unal.edu.co/handle/unal/86451
https://repositorio.unal.edu.co/
identifier_str_mv Universidad Nacional de Colombia
Repositorio Institucional Universidad Nacional de Colombia
dc.language.iso.spa.fl_str_mv spa
language spa
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spelling Atribución-NoComercial-CompartirIgual 4.0 Internacionalhttp://creativecommons.org/licenses/by-nc-sa/4.0/info:eu-repo/semantics/openAccesshttp://purl.org/coar/access_right/c_abf2Román Castillo, Ruth Esperanza3ca7418a1cb543725c03c388132d9863Rojas Amaya, José Stalin750aabb64e022bdd117781816242c7d7Peralta Roa, Germán Darioae15cf02e911d521e3e6f88e3ec10f552024-07-16T14:26:30Z2024-07-16T14:26:30Z2024-01-30https://repositorio.unal.edu.co/handle/unal/86451Universidad Nacional de ColombiaRepositorio Institucional Universidad Nacional de Colombiahttps://repositorio.unal.edu.co/ilustraciones, diagramas, tablasLa gestión de procesos de negocio (BPM) se presenta como una práctica empresarial crucial, pero enfrenta desafíos en su implementación. Este trabajo aborda la intersección de BPM con la gestión del conocimiento (KM), destacando la importancia de la colaboración y comunicación en BPM, aspectos que KM puede potenciar. La investigación se centra en cómo KM, y sus herramientas, puede dinamizar BPM, especialmente en el sector de la moda. Dentro de la justificación se destaca la relevancia actual de BPM, acentuada por la digitalización, y su capacidad para crear procesos eficientes y sostenibles. Sin embargo, se señalan problemas persistentes, como la falta de estándares y debilidades en la especificación de los mismos. La literatura resalta la importancia de factores como la alineación estratégica, gobernanza y tecnología en BPM, así como las dificultades en la implementación. La relación entre BPM y KM se explora, considerando la transformación del conocimiento informal en formal mediante BPM y destacando la importancia de la gestión eficaz del conocimiento como ingrediente crítico para asegurar ventaja competitiva, por lo que la investigación se enfoca en responder a la pregunta: ¿Cuáles herramientas de KM pueden dinamizar el BPM? Los objetivos incluyen la identificación de elementos de convergencia entre BPM y KM, la identificación de factores críticos de éxito de BPM, y la proposición de una ruta metodológica para la selección de herramientas de KM adaptadas al sector moda. La metodología emplea un enfoque mixto, con análisis documental y razonamiento inductivo. La estructura del trabajo se organiza en capítulos que abordan el marco teórico, la convergencia BPM-KM, y la propuesta metodológica. Se espera que este estudio contribuya a comprender cómo las herramientas de KM pueden mejorar y dinamizar BPM, especialmente en contextos específicos como el sector de la moda. (Texto tomado de la fuente)Business process management (BPM) emerges as a crucial business practice, but faces challenges in its implementation. This paper addresses the intersection of BPM with knowledge management (KM), highlighting the importance of collaboration and communication in BPM, aspects that KM can enhance. The research focuses on how KM, and it’s tools, can energize BPM, especially in the fashion industry. Within the justification, the current relevance of BPM, accentuated by digitalization, and its ability to create efficient and sustainable processes is highlighted. However, persistent problems are pointed out, such as the lack of standards and weaknesses in the specification of processes. The literature highlights the importance of factors such as strategic alignment, governance and technology in BPM, as well as difficulties in implementation. The relationship between BPM and KM is explored, considering the transformation of informal knowledge into formal knowledge through BPM and highlighting the importance of effective knowledge management as a critical ingredient to ensure competitive advantage, so the research focuses on answering the question: Which KM tools can dynamize BPM? The objectives include the identification of convergence elements between BPM and KM, the identification of critical success factors of BPM, and the proposal of a methodological path for the selection of KM tools adapted to the fashion sector. The methodology employs a mixed approach, with documentary analysis and inductive reasoning. The structure of the paper is organized in chapters that address the theoretical framework, the BPM-KM convergence, and the methodological proposal. It is expected that this study will contribute to the understanding of how KM tools can improve and dynamize BPM, especially in specific contexts such as the fashion industry.MaestríaMagíster en AdministraciónEste trabajo es una investigación con un enfoque exploratorio y aplicado, con aporte contextual. Tiene un diseño mixto; cuantitativo (para evaluar la percepción de herramientas específicas, su eficacia y su adaptabilidad en el sector moda) y cualitativo (Entrevistas y análisis de contenido), con predominancia de análisis documental y de perspectivas teóricas.Gestión Funcional235 páginasapplication/pdfspaUniversidad Nacional de ColombiaBogotá - Ciencias Económicas - Maestría en AdministraciónFacultad de Ciencias EconómicasBogotá, ColombiaUniversidad Nacional de Colombia - Sede Bogotá000 - Ciencias de la computación, información y obras generales::001 - Conocimiento350 - Administración pública y ciencia militar::351 - Administración públicaGestión de procesos de negocioGestión del conocimientoSector modaHerramientas de KMConvergencia BPM-KMBPMKMBusiness Process ManagementKnowledge ManagementFashion IndustryKM ToolsBPM-KM ConvergenceGestión del conocimientoknowledge managementbusiness process managementGestión de procesos de negocioLa gestión de procesos de negocio (BPM) y la gestión del conocimiento (KM): herramientas dinamizadoras. Validación por expertos del sector de la modaBusiness process management (BPM) and Knowledge management (KM): dynamic tools. Validation by fashion industry expertsTrabajo de grado - Maestríainfo:eu-repo/semantics/masterThesisinfo:eu-repo/semantics/acceptedVersionTexthttp://purl.org/redcol/resource_type/TMABPMP. (2019). BPM CBOK Version 4.0: Guide to the Business Process Management Common Body Of Knowledge (Spanish Versión) (4th ed.).Alavi, M., & Leidner, D. (2001). Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues. Management Information Systems, 25(1), 107–136.Alibabaei, A., Bandara, W., & Aghdasi, M. (2009). Means of Achieving Business Process Management Success Factors. Proceedings of the 4th Mediterranean Conference on Information Systems, 25-27 September 2009 , Athens University of Ec Onomics and Business, Athens, 122(September), 25–27. http://eprints.qut.edu.au/30074/1/c30074.pdfAnand, A., & Singh, M. D. (2011). 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19:08:33.034Repositorio Institucional Universidad Nacional de Colombiarepositorio_nal@unal.edu.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