Properties that influence business process management maturity and its effect on organizational performance

Abstract BPM maturity is a measure to evaluate how professionally an organization manages its business processes. Previous research provides evidence that higher BPM maturity leads to better performance of processes and of the organization as a whole. It also claims that different organizations should strive for different levels of maturity, depending on their properties. This paper presents an empirical investigation of these claims, based on a sample of 120 organizations and looking at a selection of organizational properties. Our results reveal that higher BPM maturity contributes to better performance, but only up to a point. Interestingly, it contradicts the popular belief that higher innovativeness is associated with lower BPM maturity, rather showing that higher innovativeness is associated with higher BPM maturity. In addition, the paper shows that companies in different regions have a different level of BPM maturity. These findings can be used as a benchmark and a motivation for organizations to increase their BPM maturity

Understanding maturity of collaborative network organizations by using B-ITa processes

Organization’s concerns as controlling costs, improving quality, increasing effectiveness, and managing risk increasingly impose strong requirements on Business-IT alignment (B-ITa). Several Maturity Models came into being for considering improvement actions in B-ITa. The IT-Enabled Collaborative Network organizations (ICoNOs) maturity model specifically addresses the processes needed for achieving B-ITa in networked organizations. We have evaluated ICoNOs maturity model on a case study in an Asian organization. On the basis of this study, we propose to introduce a new domain named as “Cost Management”