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

Abstract

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.

Introductory Chapter: Organizational Culture - How Much Underused Potential Does Science Have?

“…Article [22] The reasons for which academics quit jobs, in the context of the impact of leadership, organizational commitment and organizational culture are examined. It is concluded that the leaders should recognize the leadership impact, as leaders' behavior can motivate the commitment of higher school employees and reduce the turnover intentions Article [23] Organizational Culture…”

Adopción de tecnologías de gestión de procesos de negocio: una revisión sistemática

“…Ambas perspectivas matizan la forma de abordar los diferentes niveles de abstracción del paradigma BPM como el ciclo BPM y las particularidades de sus fases, la adopción de determinados estándares propios del paradigma [9] y el modelado de procesos de negocio [10]. En este sentido, los procesos de adopción de iniciativas BPM que impliquen el desarrollo de soluciones TI guiadas por este paradigma enfrentan complejidades tales como: orientación a procesos [11][12], la cultura organizacional [13], la competencias y capacitación en el dominio BPM [14][15] y el seguimiento de una metodología, procedimiento o buenas prácticas para el desarrollo de soluciones BPM [16].…”

The Organizational Culture of a Major Social Work Institution in Romania: A Sociological Analysis

“…The sustainable development of any organization is closely related to the culture of that organization [1][2][3]. Employees like to work in professional environments which resonate with their own values [4].…”

“…Organizational culture is an important concept in the field of management [1,2,[6][7][8][9]. The interest for this concept was first developed in the private sector, but public institutions gradually discovered for themselves the value of this notion.…”