Process management in public sector organizations

Schedler, Kuno; Helmuth, Utz

doi:10.4324/9781315693279-25

Cited by 3 publications

(1 citation statement)

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“…Nevertheless, not all contextual factors are thoroughly explored. For instance, BPM research in the public sector is mostly restricted to local or national governments (Schedler & Helmuth, 2021), and research on BPM implementations in international public service is still lacking. In general, Van Looy & Van den Bergh (2018) provide empirical evidence that BPM adoption highly depends on the sector and size of organizations, and that governmental organizations tend to have lower BPM adoption, than private organizations.…”

Section: Business Process Managementmentioning

confidence: 99%

Introduction to the Minitrack on Social Robots - Robotics and Toy Computing

Huang,

Hung,

Marques Peres

2024

Proceedings of the Annual Hawaii International Conference on System Sciences

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Organizational culture plays a paramount role in the success and outcomes of Business Process Management (BPM) initiatives. So far, academic research has primarily focused on the cultural values supporting exploitative BPM, and to a greater extent in the private sector. In this study, we aim to uncover the cultural context in the international public sector, underpinning the explorative dimension of BPM, as well as the necessary capabilities to balance explorative and exploitative process management practices. The latter is defined as BPM ambidexterity. For this purpose, we have conducted case studies in European Union (EU) public sector organizations because this governmental level stimulates digital innovation and is quite varied while not being limited to a single country. Our main contribution is a model of cultural values supporting exploratory BPM, called FADE (i.e., values related to Failure allowance, Agility, Disruptiveness, and Ecosystems).

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Section: Business Process Managementmentioning

confidence: 99%