Culture_in - Culture in Business Process Management A...

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Culture in Business Process Management: A Literature Review Abstract Purpose – Business Process Management (BPM) is a management approach that developed with a strong focus on the adoption of Information Technology (IT). However, there is a growing awareness that BPM requires a holistic organizational perspective especially since culture is often considered a key element in BPM practice. Therefore, the purpose of this re- view is to provide an overview of existing research on culture in BPM. Design/methodology/approach – This literature review builds on major sources of the BPM community including the BPM Journal, the BPM Conference and central journal/conference databases. Forward and backward searches additionally deepen the analysis. Based on the re- sults, a model of culture’s role in BPM is developed. Findings – The results of the literature review provide evidence that culture is still a widely under-researched topic in BPM. Furthermore, a framework on culture’s role in BPM is devel- oped and areas for future research are revealed. Research limitations/implications – The analysis focuses on the concepts of BPM and cul- ture. Thus, results do not include findings regarding related concepts such as Business Process Reengineering or Change Management. Practical implications – The framework provides an orientation for managerial practice. It helps identify dimensions of possible conflicts based on cultural aspects. It thus aims at rais- ing awareness regarding potentially neglected cultural factors. Originality/value – Alt hough culture has been recognized in both theory and practice as an important aspect of BPM, researchers have not systematically engaged with the specifics of the culture phenomenon in BPM. This literature review provides a frame of reference that serves as a basis for future research regarding culture’s role in BPM. Keywords Business Process Management, Culture Paper type Literature review
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2 1 Introduction Business Process Management (BPM) is comprised of several core areas. The comprehension of the concept in both science and practice ranges from purely IT-driven to a holistic under- standing of BPM (Rosemann and de Bruin, 2005b; Harmon, 2010). Technical approaches to BPM focus on the support of business processes and their design through information systems (van der Aalst et al. , 2003; Reijers, 2003). Holistic approaches (Pritchard and Armistead, 1999; Zairi, 1997), in contrast, include further organizational aspects of BPM (Rosemann and vom Brocke, 2010) and perceive “processes as the central core from which business is con- ducted, so long as they are supported by the people within the organization” (Jeston and Nelis, 2008b, p. 4). In this regard, culture is increasingly recognized as one central factor in- fluencing and being influenced by BPM (Spanyi, 2003; Llewellyn and Armistead, 2000; Hammer, 2010). Moreover, culture is referred to as a source of failure or success in BPM ini- tiatives (Melenovsky and Sinur, 2006; Ravesteyn and Versendaal, 2007; Bandara
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Culture_in - Culture in Business Process Management A...

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