An empirical study on Green BPM adoption: Contextual factors and performance

Abstract

Business process management (BPM) examines how work is performed in organizations. As environmental sustainability and context awareness are important to organizations, this study addresses two BPM calls. First, it focuses on the ecological impact of business processes. Second, this research recognizes the effect of an organization's business context when applying BPM. We have developed hypotheses to statistically analyze the effect of organization location, sector, size, and competitiveness (i.e., as contextual factors) on Green BPM adoption (RQ1). Additionally, the study reveals which BPM capabilities contribute more to an organization's society‐related performance (RQ2). The research questions were examined by means of a correlation analysis, hypothesis testing, and a regression analysis. The data set contained 100 BPM‐related responses from 403 high‐level managers, working in the United States, the United Kingdom, Australia, and India. For RQ1, we found a strong dependency between Green BPM adoption and organization size and competitiveness. For RQ2, although all BPM capabilities are positively linked to society‐related performance, four of them are of the highest importance, namely: (1) process‐based external relationships; (2) process‐oriented values, attitudes, and behaviors; (3) process‐oriented organization chart; and (4) process‐oriented governance bodies. We conclude with a discussion of these results, and we offer Green BPM decision‐making advice to practitioners.

An exploration of green business process maturity based on ecolabels

“…However, other contingency factors might also be at stake (Niehaves et al , 2014; vom Brocke et al , 2014). For instance, Couckuyt and Van Looy (2021) showed a strong dependency between Green BPM adoption and two contextual factors, i.e. organization size and organization competitiveness.…”

How to improve the assessment of BPM maturity in the era of digital transformation

“…However, these are not factors that determine efficiency or competitive advantage in the case of unpredictable kiBPs. The value provided by these processes depends not on the perfect repetition of a previously-designed sequence of tasks, but on the use of the knowledge and dynamism of knowledge workers who implement them, within the often unique context of process implementation (Couckuyt and Van Looy 2020 ; vom Brocke et al 2014 ).…”

“…Business Process Management Maturity Models (BPM MM) are used to determine the current status of the implementation of BPM in an organization and are the basis for planning and increasing its effectiveness (Couckuyt and Van Looy 2020 ; Van Looy et al 2017 ; Tarhan et al 2015 ; Van Looy 2013 ; Roeglinger et al 2012 ; Poeppelbuss and Roeglinger 2011 ; Gottschalk 2009 ; Becker et al 2009 ; de Bruin et al 2005 ). Incorrect assessment of maturity means that both the ongoing management based thereon and the implementation of the organization's development do not fully use its potential and may even inhibit this development or, in extreme cases, even pose a threat to the existence of the organization.…”

Transformation of the Business Process Manager Profession in Poland: The Impact of Digital Technologies

“…In their work [15], the authors identify key principles relevant to processes of organizing for a more just and environmentally sustainable future [15]. Consequently, one of the most important directions of change are green initiatives towards sustainability development, such as green bpm, green finance, green cities, green information systems [16][17][18][19][20][21], etc. According to von Brocke, Seidel, and Recker (2012), green BPM is the pathway to sustainable enterprise [20].…”