Towards Understanding How to Build Strategic Flexibility of an IT Organization

Nurdiani, Indira; Fricker, Samuel; Börstler, Jürgen

doi:10.2316/p.2014.810-018

Cited by 2 publications

(2 citation statements)

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“…Therefore, issues of defining responsibility should be considered with the allocation of resources needed for BPM projects (Nurdiani et al, 2014;Jurczuk, 2019). However, as emphasised (Hammer, 2007;Hernaus et al, 2016), the position of the process owner should be defined and reviewed as the process maturity level of the organisation changes.…”

Section: Roles and Responsibilitiesmentioning

confidence: 99%

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Barriers to implementation of business process governance mechanisms

Jurczuk

2021

Engineering Management in Production and Services

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One of the main challenges in implementing process-oriented management is establishing a governance mechanism in the organisation. It creates a coherent framework for the execution, management and perception of business processes, which is the foundation of consistent Business Process Management (BPM). Process governance (PG) refers to an organisation’s ability to manage its relationships with all process stakeholders and support the value chain for its customers. Its implementation involves establishing process regulation mechanisms and stakeholder-oriented criteria to support prioritisation, cascading, and change management within BPM initiatives. A review of the domain literature reveals that while process governance has been discussed from several but separated perspectives (strategy, business roles, performance, and maturity), only a few studies identify and synthesise the barriers to its implementation in organisations. The paper mainly aims to identify and classify the key barriers to the implementation of process governance. The author’s approach refers to the six core elements of Business Process Management capability and process governance frameworks. Research results confirm that most process governance barriers polarise around the competence gaps of the process stakeholders and the immaturity of the process-oriented culture of companies. Another significant group of constraints to process governance arises from the existing organisation’s structure. They are mainly related to the proper division of responsibilities and a weak position or the lack of BPM centres of excellence. The research contributes to the literature on management by identifying potential barriers to business process governance that constrain BPM initiatives. The identified PG challenges can provide a basis for developing a theoretical framework for Business Process Management and models for BPM success factors.

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Section: Roles and Responsibilitiesmentioning

confidence: 99%

“…Rosemann & de Bruin, 2005Spanyi, 2010Doebeli et al, 2011Kohlbacher & Gruenwald, 2011Valenca et al, 2013Nurdiani et al, 2014 Hamer, 2015Reijers et al, 2015Hernaus et al, 2016Syed et al, 2016Kirchmer, 2017 Hrabal & Tuĉek, 2018 Danilova, 2018Klun & Trkman, 2018 Bruccoleri et al, 2019Kratzer et al, 2019 …”

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Barriers to implementation of business process governance mechanisms

Jurczuk

2021

Engineering Management in Production and Services

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Barriers to Agility in a Large Company's IT Organization

Johansson

Rusu

2019

International Journal of Innovation in the Digital Economy

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The ability to detect and respond to change with ease, speed, flexibility and dexterity – referred to as agility – has become a necessary ability for almost any IT organization. In fact, today's IT organizations need to deliver products and services faster and in a more agile manner than before. Despite its importance, there is a lack of research on what barriers exists towards achieving agility in IT organizations. This article explores what factors inhibit agility within an IT organization in a large company in Sweden. The data was collected using interviews, internal documents and observations. An IT organization agility dimensions framework was used to identify and contextualize the barriers to agility. The findings, show that agility is as much a tactical and managerial issue as it is operational. The holistic approach of exploring barriers to agility in an IT organization fills a knowledge gap in research literature, and extends the existing body of knowledge concerning agility for IT organization.

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Towards Understanding How to Build Strategic Flexibility of an IT Organization

Cited by 2 publications

References 23 publications

Barriers to implementation of business process governance mechanisms

Barriers to implementation of business process governance mechanisms

Barriers to Agility in a Large Company's IT Organization

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