THE CORRELATION OF ORGANIZATIONAL CULTURE AND SUCCESS OF BPM ADOPTION

Organizational culture has been described as one of the most important factors in BPM adoption, as it is reported to support or hinder BPM efforts in an organization. However, this proposition is still hardly backed up with empirical research. The aim of this paper is to provide a better understanding of the contingent role that organizational culture can play for the success of BPM adoption. To this end, we use a survey design for evaluating the correlation of organizational culture and the success of BPM adoption. Our survey was distributed among top managers and (where applicable) process owners in organizations with more than 50 employees in Slovenia. The results reveal that the highest level of BPM adoption success is achieved in organizations with Clan culture type, whereas organizations achieving the lowest level of BPM adoption success appear to have a Hierarchy culture, as measured by the culture classification of Cameron and Quinn (2006). A significantly negative correlation has been found between Hierarchy culture type and all aspects of BPM adoption success. These insights provide a foundation for further studying on how organizational culture affects BPM adoption success in detail

ERP implementation methodologies and frameworks: a literature review

Enterprise Resource Planning (ERP) implementation is a complex and vibrant process, one that involves a combination of technological and organizational interactions. Often an ERP implementation project is the single largest IT project that an organization has ever launched and requires a mutual fit of system and organization. Also the concept of an ERP implementation supporting business processes across many different departments is not a generic, rigid and uniform concept and depends on variety of factors. As a result, the issues addressing the ERP implementation process have been one of the major concerns in industry. Therefore ERP implementation receives attention from practitioners and scholars and both, business as well as academic literature is abundant and not always very conclusive or coherent. However, research on ERP systems so far has been mainly focused on diffusion, use and impact issues. Less attention has been given to the methods used during the configuration and the implementation of ERP systems, even though they are commonly used in practice, they still remain largely unexplored and undocumented in Information Systems research. So, the academic relevance of this research is the contribution to the existing body of scientific knowledge. An annotated brief literature review is done in order to evaluate the current state of the existing academic literature. The purpose is to present a systematic overview of relevant ERP implementation methodologies and frameworks as a desire for achieving a better taxonomy of ERP implementation methodologies. This paper is useful to researchers who are interested in ERP implementation methodologies and frameworks. Results will serve as an input for a classification of the existing ERP implementation methodologies and frameworks. Also, this paper aims also at the professional ERP community involved in the process of ERP implementation by promoting a better understanding of ERP implementation methodologies and frameworks, its variety and history

Business Process Management Culture in Public Administration and Its Determinants

Public administration institutions increasingly use business process management (BPM) to innovate internal operations, increase process performance and improve their services. Research on private sector companies has shown that organizational culture may impact an organization\u27s BPM and this culture is often referred to as BPM culture. However, similar research on public administration is yet missing. Thus, this article assesses BPM culture in Germany’s municipal administration. 733 online survey responses were gathered and analyzed using MANOVA and follow-up discriminant analyses to identify possible determinants of public administration’s BPM culture. The results indicate that the employees’ professional experience and their responsibility influence the assessment of BPM culture, as does the size of a municipality. Based on these findings, the article proposes testable relationships and an agenda for further research on BPM culture in public administration

A Study on the Relation between BPM Maturity and Innovation

This paper presents a study of the relationship between business process management maturity and innovation in organizations. Data was collected with a questionnaire that was based on three theoretical models namely a BPM maturity model, and adoption of innovations model and the innovation values chain. Data was collected from several organizations ranging from small to large in several countries in Europe. The findings suggest a moderate and on occasion somewhat stronger relation between the core concepts. These relationship seem to differ when data was analyzed for the separate organizational sizes. The core recommendations are that that organizations need to asses their BPM maturity and \u27innovativeness\u27 before concerted efforts are made for improvement, and that an alignment of BPM and innovation may offer positive results in organizational performance

Social Business Process Management and Knowledge Intensive Processes

Business process management (BPM) is a worldwide spread holistic management discipline which increases organizational performance by managing its business processes. A number of researchers indicate the need for further examination of the role of organizational culture in BPM and its maturity. In addition, there has been a recent development of social BPM as an effort to overcome the traditional BPM limitations by using social software for managing the organizations’ business processes and increasing collaboration between BPM project teams. Therefore, we conducted a case study in one Croatian IT company which operates as a consultant company and deals with software implementation. Since their processes are knowledge intensive, they are not always formal and structured so social BPM helps the company with process change and optimization. The aim of this paper is to examine the role of organizational culture and social software usage on BPM maturity in the observed company. This work is licensed under a&nbsp;Creative Commons Attribution-NonCommercial 4.0 International License.</p

Social Business Process Management and Knowledge Intensive Processes

Business process management (BPM) is a worldwide spread holistic management discipline which increases organizational performance by managing its business processes. A number of researchers indicate the need for further examination of the role of organizational culture in BPM and its maturity. In addition, there has been a recent development of social BPM as an effort to overcome the traditional BPM limitations by using social software for managing the organizations’ business processes and increasing collaboration between BPM project teams. Therefore, we conducted a case study in one Croatian IT company which operates as a consultant company and deals with software implementation. Since their processes are knowledge intensive, they are not always formal and structured so social BPM helps the company with process change and optimization. The aim of this paper is to examine the role of organizational culture and social software usage on BPM maturity in the observed company. This work is licensed under a&nbsp;Creative Commons Attribution-NonCommercial 4.0 International License.</p

Social Business Process Management: Croatian IT Company Case Study

Background: Social business process management is an integration of social software into the business process management (BPM). Its main goal is to overcome the limitations of classical BPM by applying social software principles within the BPM lifecycle. Since BPM is a holistic discipline it is important to also include cultural and social aspects into BPM studies. Objectives: The main aim of this paper is to examine the link between organizational culture, social software usage and BPM maturity in the observed company. Methods/Approach: A case study methodology has been used for this study. An interview has been conducted in combination with a survey approach. Results: Results of the research revealed a high usage of social BPM within the observed company in combination with a high level of BPM maturity and a clan organizational culture. Conclusions: The observed IT company has knowledge intensive processes and uses social BPM to deal with the process change and optimization. The clan culture is, by its characteristics, a favourable organizational culture for social BPM

Organizational Culture and BPM Ambidexterity in the EU Public Sector: the FADE Model

Organizational culture plays a paramount role in the success and outcomes of Business Process Management (BPM) initiatives. So far, academic research has primarily focused on the cultural values supporting exploitative BPM, and to a greater extent in the private sector. In this study, we aim to uncover the cultural context in the international public sector, underpinning the explorative dimension of BPM, as well as the necessary capabilities to balance explorative and exploitative process management practices. The latter is defined as BPM ambidexterity. For this purpose, we have conducted case studies in European Union (EU) public sector organizations because this governmental level stimulates digital innovation and is quite varied while not being limited to a single country. Our main contribution is a model of cultural values supporting exploratory BPM, called FADE (i.e., values related to Failure allowance, Agility, Disruptiveness, and Ecosystems)

The Effect of Organization Size and Sector on Adopting Business Process Management

The business process management (BPM) discipline is starting to recognize the importance of context-awareness. In spite of this recognition, few studies investigate the effect of diverse contextual factors on BPM. To fill this gap, the study statistically analyzes the effect of organization size and sector, as specific contextual factors, on the adoption of BPM. The latter is measured by means of BPM capabilities for which data was collected from 2309 employees in 72 organizations. The study relies on the Contingency Theory by hypothesizing that, in practice, organizations adopt BPM by taking into account factors that fit an organization’s context. Surprisingly, the results do not show a dependency between BPM adoption and organization size, suggesting that BPM adoption levels can equally be achieved by large or small organizations. In contrast, a dependency is found for organization sector (partly based on market velocity), suggesting different BPM adoption practices and/or speed in different sectors

Mine the right process – towards a method for selecting a suitable use case for process mining adoption

Process mining (PM) is a big data analytics technology assisting organizations in process optimization by creating insights from event log data available in existing information systems. Although research on PM utilization exists, literature on the adoption phase is scarce. Hence, organizations lack an understanding of how to determine suitable use cases. Accordingly, we followed a design science-based approach and systematically identified twenty criteria, e.g., process variants, processual weaknesses, and analytical skills, to select suitable use cases for PM adoption. The criteria were evaluated with Celonis and Munich Airport and guide PM vendors, organizations, and consultancies through the evaluation process. Hence, we contribute to the early steps of PM diffusion by assisting in determining its consequences and founding the adoption decision. Future research may consider the criteria as a research framework to investigate their effects on the adoption decision