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

Looy, Amy Van; Bergh, Jan Van den

doi:10.1007/s12599-017-0491-3

Cited by 33 publications

(40 citation statements)

References 34 publications

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“…To explain BPM phenomena in an organization, the BPM literature indicates mostly theories, which we also present in this study as the main theories underlying BPM adoption and enhancing understanding of BPM motivations [18,19].…”

Section: Motivations For Bpm Adoption: Initial Taxonomy Based On Onlimentioning

confidence: 96%

Motivations for BPM Adoption: Initial Taxonomy based on Online Success Stories

Gabryelczyk¹,

Biernikowicz²

2019

Proceedings of the 2019 Federated Conference on Computer Science and Information Systems

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The main aim of this research in progress is to develop an initial taxonomy of motivations underlying BPM (Business Process Management) adoption in organizations. This initial study is based on the analysis of 75 customer cases and success stories published on-line by BPM system vendors and BPM consulting companies. We used the mixed conceptual/empirical approach to taxonomy development basing the empirical analysis on descriptive data-coding canon. As the result of our research we present an initial taxonomy of the motivations for the adoption and use of BPM that consists of three dimensions: the organizational scope of a BPM initiative (enterprise-wide, process-focused or task oriented); presence (or not) of the information technology component; and, the importance of external versus internal drivers motivating a BPM initiative. Proposed initial taxonomy will be developed in further research and will serve to link the motivation to change with the expected benefits of BPM adoption.

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Section: Motivations For Bpm Adoption: Initial Taxonomy Based On Onlimentioning

confidence: 96%

Motivations for BPM Adoption: Initial Taxonomy based on Online Success Stories

Gabryelczyk¹,

Biernikowicz²

2019

Proceedings of the 2019 Federated Conference on Computer Science and Information Systems

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“…Nonetheless, public sector organizations also profit from improving their processes and from digital process innovation to better serve their customers/tax payers. As argued by [5] context awareness is one of the ten principles of good BPM, and [40] provide evidence that the maturity of processes is generally lower in the public sector, which does not face the competitive pressure of the private sector. Nevertheless, even in the public sector, there are pockets of digital innovation and organisational ambidexterity, as documented by [41] in the IoT smart city projects.…”

Section: Process Management In the Public Sector (Challenge 3)mentioning

confidence: 97%

Investigating How Business Process Ambidexterity Facilitates Business-IT Alignment in Public Sector Organizations

Helbin

2019

2019 13th International Conference on Research Challenges in Information Science (RCIS)

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In today's world of digital transformation and global hyper-competition the need for organizations to manage and innovate their Business Processes in both incremental and disruptive ways is greater than ever, both for private and public organizations. The nascent concept of Business Process Ambidexterity (balancing process exploitation and exploration) has been receiving a growing interest in the academia, and my research aims to address three research gaps: (1) the conceptualization of Business Process Ambidexterity and guidance on its implementation; (2) its impact on business-IT alignment, and (3) the specific contingency factors of Business Process Ambidexterity in the public sector. I will address these gaps through a research plan, covering a large-scale survey, extreme case research, Delphi study and design science research. At this stage I have completed a Systematic Literature Review of Business Process Ambidexterity, and I am preparing the next steps of my research.

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“…Finally, Saidani et al 32 distinguishes between a generic layer (i.e., describing the general characteristics of the context common to all business areas) and a specific layer (i.e., defining the details in specific business fields). Rosemann et al's 28 framework is the most extensive one, and it was used by other authors to situate their work 33,34 . This study is located in Rosemann et al's 28 immediate layer (i.e., business processes), internal layer (i.e., organization size), external layer (i.e., organization sector and organization competitiveness), and environmental layer (i.e., organization location).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Although only few context‐aware studies exist, organizational sector and size are mostly mentioned as contextual factors. Evidence can be found in survey studies 34,35 and case studies 36,37 . Van Looy and Van den Bergh 34 concluded that organization sector seems to affect the BPM adoption of an organization, whereas a statistical dependency could not be found for organization size.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Evidence can be found in survey studies 34,35 and case studies 36,37 . Van Looy and Van den Bergh 34 concluded that organization sector seems to affect the BPM adoption of an organization, whereas a statistical dependency could not be found for organization size. Ortbach et al 37 reported on size as a contextual factor and Niehaves et al 36 on market stability (i.e., an indication of organization sector and competitiveness).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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

Couckuyt

Looy

2020

J Software Evolu Process

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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.

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

Cited by 33 publications

References 34 publications

Motivations for BPM Adoption: Initial Taxonomy based on Online Success Stories

Motivations for BPM Adoption: Initial Taxonomy based on Online Success Stories

Investigating How Business Process Ambidexterity Facilitates Business-IT Alignment in Public Sector Organizations

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

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