Influence of organizational culture on the success of business process management in Lithuanian public sector organizations

Ruževičius, Juozas; Klimas, Darius; Veleckaitė, Rasa

doi:10.5200/1822-9530.2012.01

Cited by 7 publications

(7 citation statements)

References 21 publications

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“…Kellogg, 2011;Weber & Dacin, 2011). The same deterministic view is prevalent in both the BPM and IS literature specifically (e.g., Davenport, 1993;Ruževičius et al, 2012). Literature in these fields typically assumes culture to be an independent variable that influences process and change management methods (Guha, Grover, Kettinger, & Teng, 1997;Kettinger & Grover, 1995;Kettinger et al, 1997;Zucchi & Edwards, 1999), even in settings that cover cultural aspects of IT-mediated process phenomena such as global virtual teams, ERP implementation, or IT outsourcing (Lacity, Khan, & Willcocks, 2009;Shachaf, 2008;Soh, Kien, & Tay-Yap, 2000).…”

Section: Organizational Culture and Its Relation To Management Practicesmentioning

confidence: 95%

“…The typical argument goes that cultural values and beliefs that are opposite to beliefs underpinning BPM cannot provide a fertile ground on which methods can effectively be used and yield expected results (Khazanchi, Lewis, & Boyer, 2007). Congruent with this argument, studies typically report on culture as a given phenomenon that constrains the implementation of methods and determines organizational performance (Baird, Hu, & Reeve, 2011;Barney, 1986;Iivari & Huisman, 2007;Ruževičius, Klimas, & Veleckaitė, 2012).…”

Section: Accepted Manuscript Introductionmentioning

confidence: 99%

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The relation between BPM culture, BPM methods, and process performance: Evidence from quantitative field studies

Schmiedel

Recker

2020

Information & Management

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Section: Organizational Culture and Its Relation To Management Practicesmentioning

confidence: 95%

Section: Accepted Manuscript Introductionmentioning

confidence: 99%

The relation between BPM culture, BPM methods, and process performance: Evidence from quantitative field studies

Schmiedel

Recker

2020

Information & Management

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“…Clan culture is also recognized as one of the most appropriate organizational culture types. With the exception of the studies by Ruževičius et al (2012) and Gimenez-Espin et al (2013), which found no significant correlation between the Clan organizational culture and BPM success, all other studies agree that the Clan culture appears to fit with BPM. Flexibility (a characteristic of both the Clan and Adhocracy cultures) therefore seems to be an important cultural dimension in line with BPM.…”

Section: Interaction Of Organizational Culturementioning

confidence: 83%

“…Clan and Hierarchy cultures were also found to predict process quality. Ruževičius et al (2012) analyzed the impact of organizational culture on the success of BPM in the public sector. The authors conducted a survey in order to study the connection between culture type and the benefits gained in terms of quality-cost-time improvements as measures of BPM success.…”

Section: Interaction Of Organizational Culturementioning

confidence: 99%

Propositions on the interaction of organizational culture with other factors in the context of BPM adoption

Štemberger

Buh

Milanović

et al. 2018

BPMJ

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Purpose The paper investigates differences in the success of business process management (BPM) initiatives and their connection with organizational culture. The purpose of this paper is to identify propositions on characteristics of BPM initiative that are favorable for its success according to dominant organizational culture. Therefore, the authors’ aim was to identify connections of organizational commitment to BPM and dimensions of business process orientation (BPO) with dominant organizational culture. Design/methodology/approach As a research design, the authors used a questionnaire to collect data on the BPM adoption practices of organizations in Austria, Croatia and Slovenia with more than 50 employees. BPM adoption was measured with BPO and organizational culture with Competing Values Framework (CVF). Non-parametric tests have been applied for the analysis. On this survey data, the authors conducted statistical tests to identify those factors that discriminate successful from unsuccessful BPM initiatives. Findings The study revealed empirical insights about characteristics of successful BPM initiatives in different organizational cultures. There are several statistically significant differences with respect to the success of BPM adoption. The chance of success appears to be higher: when the BPM initiative is rolled out in the entire organization if the organization has Clan, Market or Hierarchy culture; when the BPM is run on a continuous basis in Hierarchy culture and repeatedly in Adhocracy culture; when a top-down approach is used in organizations with Market or Hierarchy dominant culture; when the BPM initiative has a strategic role and formal responsibilities are defined in Clan and Hierarchy cultures. Originality/value The authors’ empirical findings provide the basis for the formulation of detailed propositions on the interaction of various factors and their impact on BPM adoption in connection to organizational culture. In this way, the authors’ contribution is situated in the inductive research cycle and informs theory building for BPM adoption.

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“…Using the K. S. Cameron and R. E. Quinn's organizational culture model, the authors conducted their studies in 40 Lithuanian institutions. Owing to their research, the authors were able to determine the effect of the type of organizational culture on the process orientation of the organizations under study (Ruževičius et al 2012). The study results were used to build a model explaining the effect of the type of organizational culture on the success of the BPM implementation.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Organisational Culture as a Determinant of Business Process Management in the Community Offices in Poland

Raczyńska

Krukowski

2019

Administrative Sciences

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The application of business process management (BPM) in public organizations is determined by multiple factors and, according to numerous studies, organizational culture is one of them. Therefore, the aim of the study presented in the article was to identify the organizational culture factors which occur in community offices in Poland. Subsequently, the identified factors were assessed in the context of their significance in the introduction and development of BPM in the examined entities. As a result of the conducted study, it was possible to indicate not only the factors, which have the potential to stimulate the implementation and extension of the concept in the community offices, but also the elements recognized as its barriers. Among the factors that can be considered as the mentioned stimulants, these were: the possibility of exchanging opinions with one’s superiors and colleagues, the will to learn and to broaden one’s knowledge, good and friendly interpersonal relations, or an orientation towards service quality. And among the elements that can be perceived as barriers, one can identify a lack of positive attitude to change or the formalization arising from the law.

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Influence of organizational culture on the success of business process management in Lithuanian public sector organizations

Cited by 7 publications

References 21 publications

The relation between BPM culture, BPM methods, and process performance: Evidence from quantitative field studies

The relation between BPM culture, BPM methods, and process performance: Evidence from quantitative field studies

Propositions on the interaction of organizational culture with other factors in the context of BPM adoption

Organisational Culture as a Determinant of Business Process Management in the Community Offices in Poland

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