Business Process Management Culture in Public Administration and Its Determinants

Kregel, Ingo; Distel, Bettina; Coners, André

doi:10.1007/s12599-021-00713-z

Cited by 21 publications

(11 citation statements)

References 103 publications

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“…The following sections detail how we measure our central constructs of BPM culture, ODICs and ODBs (see section 3.2), how we handled data collection and screening (see section 3.3), and, finally, how we analyzed the data (see section 3.4 and (Kregel et al, 2022)). In this study, we opted for the use of PLS-SEM in order to adequately account for the mediating effect of ODBs and to assess the predictive power of our research model.…”

Section: Research Methodology 31 Research Approachmentioning

confidence: 99%

How business process management culture supports digital innovation: a quantitative assessment

Distel

Plattfaut

Kregel

2023

BPMJ

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PurposeCurrent research suggests culture as a driving force of successful digital innovation (DI) that may not only built an organization's capability to digitally innovate but also reduce impeding factors within the organization. Only few empirical accounts support this hypothesis so far. Details of how culture supports DI are yet under-researched. This article aims to investigate the relationship between culture, organizational DI capabilities and DI barriers.Design/methodology/approachThe authors address this issue by using survey data from German municipalities (n = 668), build a structural equation model (SEM) and analyze data using partial least squares SEM.FindingsResults indicate that the business process management (BPM) culture dimensions continuous improvement and process innovation support DI capabilities. Barriers exist that partially mediate the impact of culture on capabilities.Originality/valueThe results of this study show that BPM culture is not a uniform construct and that its dimensions have both positive and negative impact on the building of organizational digitalization capabilities.

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Section: Research Methodology 31 Research Approachmentioning

confidence: 99%

How business process management culture supports digital innovation: a quantitative assessment

Distel

Plattfaut

Kregel

2023

BPMJ

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“…This study confirms this argument, with a specific focus on process conformance as a success indicator. Organizations should continually focus on actively managing a BPM culture, for example, by assessing their BPM-supportive culture (Kregel et al, 2021) and on developing weak areas (Tumbas and Schmiedel, 2013). A stronger organization-wide BPM-supportive culture allows for a better process performance in the end (Hammer, 2007;Schmiedel et al, 2020).…”

Section: Limitations Future Work and Implicationsmentioning

confidence: 99%

The influence of BPM-supportive culture and individual process orientation on process conformance

Benraad

Özkan

Türetken

et al. 2022

BPMJ

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PurposeOrganizations rely on their business processes to achieve their business objectives and ensure compliance with relevant laws and regulations. Hence, conformance to process specifications is essential to remain compliant. Various factors influence an organization’s ability to operate in conformance to its process specifications. This study investigates the influence of business process management (BPM)-supportive culture and individual process orientation on process conformance.Design/methodology/approachA construct was created for perceived process conformance and two constructs were selected from literature to represent BPM-supportive culture and individual process orientation. A survey was conducted with 178 employees of a global enterprise, hypotheses were formulated, and a statistical model was constructed and validated.FindingsResults pinpoint the key role of the BPM-supportive culture in influencing both individual process orientation and conformance. Individual process orientation is also found to have a significant influence on process conformance. The findings provide additional evidence for the significance of human-related aspects of BPM in achieving BPM success.Originality/valueThe contributions of this paper help better understand how soft factors of BPM contribute to employees’ process conformance drawing on and relating concepts of BPM and organizational routines.

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“…So in the research, EXCEL software was used to solve DEA model. Input and output variables were confirmed according to different characteristics of different research objects and then they were input into EXCEL software system, which could make use of continuous cross calculation of variables of various types to form effective production front surface; and then the distance from each unit to the front surface was calculated to give the comprehensive score of each decision-making unit [21]. EXCEL software could make comparative analysis of any two decision-making units and could make the comparison difference visual effect.…”

Section: Experiments and Analysismentioning

confidence: 99%

Performance Evaluation Method of Public Administration Department Based on Improved DEA Algorithm

Guan

Zou

Liu

et al. 2022

Computational Intelligence and Neuroscience

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This paper proposes a performance evaluation method of public administration departments based on the improved DEA algorithm, which solves the quality problem of performance evaluation of public administration departments and lays a foundation for the long-term development and performance improvement of public administration departments. The DEA model is the core to sort out the performance evaluation methods of public administration departments. From the perspective of DEA algorithm, whether DEA is effective is an important content that public administration departments must consider when carrying out performance administration, and public service satisfaction is the core parameter obtained by DEA algorithm. That is to say, by optimizing public services and improving service satisfaction, the public administration department can further improve the quality of performance evaluation. Therefore, we can carry out performance evaluation of public administration departments from the satisfaction of public services. The empirical research conclusion shows that according to the effective judgment theorem of DEA, it can be concluded that among the eight social security departments, there are five departments that can achieve DEA effectiveness, namely department 2, department 3, department 4, department 5, and department 6. There are three non-DEA valid ones, namely, department 1, department 7 and department 8. The public satisfaction and the total service cost will affect the performance quality to a certain extent, and only by balancing various influencing factors can the performance evaluation quality of the public administration department be maximized.

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Business Process Management Culture in Public Administration and Its Determinants

Cited by 21 publications

References 103 publications

How business process management culture supports digital innovation: a quantitative assessment

How business process management culture supports digital innovation: a quantitative assessment

The influence of BPM-supportive culture and individual process orientation on process conformance

Performance Evaluation Method of Public Administration Department Based on Improved DEA Algorithm

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