Impact evaluation of organisational changes enabled by workflow systems

The effectiveness of workflow management systems: A longitudinal study

“…Note that there are various studies that investigate the impact of WfMSs in a broader context: the impact on the employees and culture in the organization (Atkinson & Lam, 1999;Doherty & Perry, 2001;Kueng, 2000;Mutschler, Rijpkema, & Reichert, 2007;Poelmans, Reijers, & Recker, 2013;Poelmans & Reijers, 2009;Reijers & Poelmans, 2007;Sarmento & Machado, 2000;Vanderfeesten & Reijers, 2005), studies that propose a method or model to describe the economic impact (Gruber & Huemer, 2009;Mutschler, 2006;Pantazi & Georgopoulos, 2006), and studies into tool selection (Berger, Ellmer, Quirchmayr, & Zeitlinger, 1997;Gruber, 2009;Zur Muehlen, 1999) and critical success factors for implementing WfMSs (Mutschler, Reichert, & Bumiller, 2008;Parkes, 2002;Ravesteyn & Batenburg, 2010;Ravesteyn, 2007;Trkman, 2010).…”

An Evaluation Approach for Analyzing Workflow Management Systems from a Value-based Perspective

“…The same rate is also influenced by the state variable "Emotional Resistance of End Users". The latter is reasonable as the costs for introducing a WfMS are significantly influenced by user resistance [12,20]. Emotional resistance, in turn, can be decreased by an early and effective communication of background information regarding the introduction of a WfMS.…”

How to increase work autonomy in workflow management systems?

“…The impact of such a system can be observed in several domains of the organization (i.e. productivity, knowledge, collaboration, coordination, and communication), and at different levels of abstraction (the organizational level and the task level) (Sarmento, 2000a; Sarmento, 2000b). For example, Reijers and van der Aalst (2005) have investigated the impact of WfMS's on organizations in terms of productivity (i.e.…”