User participation in BPM implementation

The aim of this dissertation is to contribute to the knowledge on how user participation can be effective to improve the quality of work of users when using information systems (IS) and information technology (IT). The focus of this research is from the perspective of the users and from a specific application of IS/IT, namely business process management (BPM) systems. The reason is that BPM systems intervene directly on the design of the workflow of employees and therefore to the activities conducted. Consequently, these systems can greatly affect the quality of work of the employees. The main research question is: How can user participation in BPM implementation be successful? To answer the research question a Structure-Agency model of User Participation Practice is developed which consists of two elements: the structure of user participation practice and the human agency during user participation. In this model it is assumed a relationship between user participation practice and BPM implementation success and that this relationship is influenced by management support and user attributes. The research question is answered in different case studies by a mixed method approach to test the associations between the different variables with quantitative data and to explore the underlying motives and mechanism with qualitative data. The research question is elaborated in three themes. In the first theme, the concept of implementation success in the practice of user participation was investigated. In the second theme the question of whether this relationship is influenced by managerial interventions was investigated. To answer this question the contribution of management to user participation was explored. The third theme of this dissertation addresses the question of how individual attributes of users influence the relationship between user participation practice and implementation success. Variations in these attributes may lead to different outcomes, especially where this is related to the quality of work as indicator of implementation success. The results of the different studies show that customizing and specifying user participation practices is of key importance for understanding the success of BPM implementation. Furthermore, it appears that management support and end-user training should be considered as important parts of the user participation practice. The creation by management of a beneficial implementation climate that favors innovation is crucial for implementation success. Realizing that the contribution of management to user participation always occurs in the context of multiple stakeholders, it was found that management support concerning awareness creation, end-user training and user participation were critical in relation to the multiple stakeholders’ vision sharing and alignment. The studies further show that the age of users has a significant moderating effect on the perceived quality of work and that user attitude variables have a significant moderating effect on implementation success. The results of the studies in this dissertation lead to an expanded structure-agency model of user participation practice, which provides multiple triggers for further research questions and for the elaboration of the theory of user participation. Practitioners can use the model to structure their efforts of user participation in BPM implementation

Design decisions in workflow management and quality of work.

In this paper, the design and implementation of a workflow management (WFM) system in a large Dutch social insurance organisation is described. The effect of workflow design decisions on the quality of work is explored theoretically and empirically, using the model of Zur Mühlen as a frame of reference. It was found among a total sample of 66 employees that there was no change in the experience of work quality before and after the introduction of the WFM system. There are however, significant differences in the quality of work before and after the WFM adoption if different functions are distinguished. (aut. ref.

What makes end-user training successful? A mixed method study of a business process management system implementation.

Under what conditions is end-user training (EUT) as part of the implementation of a business process management (BPM) system successful? This question is addressed in this paper. Based on the literature on EUT and implementation success, we first argue that user involvement with, and attitude towards, a BPM system, both have a conditional effect on the relationship between EUT and the implementation success of the system. Secondly, we investigated this expectation empirically, by measuring the practice of EUT as perceived by end-users. Using a mixed method approach, survey data was collected from 143 end-users of a BPM system in a large Dutch social insurance organisation, and by 49 additional semi-structured interviews. Regression analysis of the survey data shows that attitude variables indeed have a significant moderating influence on implementation success. In addition, the interviews revealed that specific attention must be paid to the arrangements for EUT when deploying BPM systems in this type of organisations. Arguments are given for a more comprehensive way of measuring and optimising EUT during the implementation of information systems/information technology in organisations. (aut. ref.

Metastructuration actions of management: critical for stakeholder intervention in IS/IT implementations.

Metastructuration actions (overarching activities from management that shape and align users' activities of IS/IT use) are often advocated to improve the success of IS/IT implementation. But how can management support enhance the success of IS/IT by metastructuration actions, when they are dealing with multiple stakeholders? This key question is addressed in this paper. Building on Orlikowski et al. (1995), we explore the contextual conditions of metastructuration actions of management concerning three other key stakeholders: users, the IT department, and external service providers or consultants. The empirical case context is a Dutch public healthcare organisation that deployed three (different) departmental information systems. Based on 26 interviews with all stakeholders that were involved in the deployment of the three departmental information systems, we find that three types of metastructuration actions were critical in a particular relationship with two types of stakeholders. We conclude that this demonstrates that stakeholder context is indeed conditional to metastructuration actions, and hence the success of an IS/IT implementation in terms of perceived system quality and acceptance. (aut. ref.

Do individual characteristics matter? The quality of work during the implementation of a workflow management system in a Dutch social insurance company.

Do individual characteristics influence how the quality of work is related to the use of a workflow management system (WFM) in a Dutch social insurance organisation? This key question is addressed in this paper. Building upon DeLone and McLean’s model, we investigated the effects of gender, age, education, system experience and computer skills on the relationship between the level of user satisfaction with a WFM system and the perceived quality of work. The expected effects of individual characteristics were tested using survey data collected from 143 end users of a large Dutch social insurance organisation that recently deployed a WFM system. The results of the regression analysis show that: 1. user satisfaction has a positive relationship with quality of work; 2. age has a significant moderating influence on the perceived quality of work; 3. gender and system experience have no moderating effects; 4. ducation and system computer skills (as individual characteristics) had a degree of moderating effects. These results imply that it is valuable to focus on older employees when deploying information technology as WFM systems, i.e., by improving their computer skills in particular. (aut. ref.

In Search of Competencies Needed in BPM Projects

Business Process Management (BPM) and supporting BPM-systems are increasingly implemented within organizations and supply chains. However a common accepted definition of the BPM-concept is omitted and the same is true for the competencies (knowledge, skills and attitudes) that project members need during a BPM-implementation. In this paper we present the results of a survey among Dutch consultants, developers and end-users of BPM-systems. The survey is designed to investigate whether there is a shared view among different disciplines with regard to the definition of BPM and the relevant competencies for BPM implementation. After presentation and interpretation of the results of this survey, we propose an international study to explore if BPM definitions and its relevant competencies differ across regions and cultures

Organizational Innovation and its Facilitators: A brief overview of work in progress

This paper presents four research projects on organizational innovation in the Netherlands. These projects are still in a design and theoretical investigation stage, but the authors find it useful to share their findings and insights with the research community in order to inspire them with their ideas and research agenda. In the paper four constructs are explored that focus on the human factor in organizations and that may have a positive influence on organizational innovation. Shared leadership: It is often thought that, for innovation, only one brilliant mind with a break-through idea in a single flash of enlightenment is needed. Recent research, however, shows that most innovations are the result of team-flow and sharing and alternating leadership tasks. Social Capital: through leadership and decision making, by influencing trust, respect and commitment, the organizations social capital and thus its innovative power is increased. External consultancy: deployment of external consultants will add to knowledge and skills necessary for innovation. IT and workflow management: if handled correctly, the human factor can add substantial quality to the design and use of IT in organizations. The paper shows that the way these constructs are managed is crucial in influencing and motivating members of an organization to attribute to innovation and make use of the facilities that are offered to them