Understanding the determinants of business process modelling in organisations

Understanding the determinants of business process modelling in organisations Purpose – The purpose of this paper is to address a theoretical gap in the business process management (BPM) literature on factors that influence the acceptance and use of business process modelling (PM) in organisations. The paper seeks to contribute to theory building and practice in BPM through better understanding of important determinants of PM adoption and use. Design/methodology/approach – A combination of literature review and 34 interviews in context was used to develop a PM acceptance model that was subsequently empirically tested using survey data from 74 companies. Findings – The paper provides empirical insights about how business PM can be influenced by many factors in the organisational context. It suggests that PM is a complex activity mandated by management, but influenced by individual and socio‐political factors. Research limitations/implications – There is a need for future research to focus on the many opposing forces that influence business PM in organisations. Future studies should analyse influence from different stakeholder groups separately to reveal their relative influence on PM activity and its outcomes. Practical implications – The paper identifies important forces in the organisational context that managers should focus on in their efforts to successfully implement business PM in their organisations. Originality/value – This paper uses a triangulation of sources of information to better understand the less‐studied process of PM adoption and use in an organisational context. It contributes to theory building within BPM and to more successful BPM in organisations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Business Process Management Journal Emerald Publishing

Understanding the determinants of business process modelling in organisations

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1463-7154
D.O.I.
10.1108/14637151111149465
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to address a theoretical gap in the business process management (BPM) literature on factors that influence the acceptance and use of business process modelling (PM) in organisations. The paper seeks to contribute to theory building and practice in BPM through better understanding of important determinants of PM adoption and use. Design/methodology/approach – A combination of literature review and 34 interviews in context was used to develop a PM acceptance model that was subsequently empirically tested using survey data from 74 companies. Findings – The paper provides empirical insights about how business PM can be influenced by many factors in the organisational context. It suggests that PM is a complex activity mandated by management, but influenced by individual and socio‐political factors. Research limitations/implications – There is a need for future research to focus on the many opposing forces that influence business PM in organisations. Future studies should analyse influence from different stakeholder groups separately to reveal their relative influence on PM activity and its outcomes. Practical implications – The paper identifies important forces in the organisational context that managers should focus on in their efforts to successfully implement business PM in their organisations. Originality/value – This paper uses a triangulation of sources of information to better understand the less‐studied process of PM adoption and use in an organisational context. It contributes to theory building within BPM and to more successful BPM in organisations.

Journal

Business Process Management JournalEmerald Publishing

Published: Jul 26, 2011

Keywords: Process modelling; Business process management; Socio‐political influence; Business process re‐engineering; Organizations

References

  • International dimensions of the productivity paradox
    Devan, S.; Kraemer, K.L.
  • A taxonomy of business process modelling and information systems modelling techniques
    Giaglis, G.M.
  • Is spyware an internet nuisance or public menace?
    Hu, Q.; Dinev, T.
  • Process reverse engineering for BPR: a form‐based approach
    Kim, K.H.; Kim, Y.G.
  • Understanding the influence of information systems competencies on process innovation: a resource‐based view
    Tarafdar, M.; Gordon, S.R.

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