دانلود رایگان مقاله انگلیسی پیشنهادات درمورد تعامل فرهنگ سازمانی با عوامل دیگر در زمینه پذیرش BPM - امرالد 2017

Structured abstract

Purpose – The paper investigates differences in the success of BPM initiatives and their connection with organizational culture. The goal was to identify propositions on characteristics of BPM initiative that are favourable for its success according to dominant organisational culture. Therefore, our aim was to identify connections of organisational commitment to BPM and dimensions of BPO with dominant organizational culture. Design/methodology/approach – As a research design, we 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 CVF. Non-parametric tests have been applied for the analysis. On this survey data, we 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: (1) when the BPM initiative is rolled out in the entire organization if the organization has Clan, Market or Hierarchy culture; (2) when the BPM is run on a continuous basis in Hierarchy culture and repeatedly in Adhocracy culture; (3) when a top-down approach is used in organisations with Market or Hierarchy dominant culture; (4) when the BPM initiative has a strategic role and formal responsibilities are defined in Clan and Hierarchy cultures. Originality/value – Our 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, our contribution is situated in the inductive research cycle and informs theory building for BPM adoption.

6. Conclusions

In this paper, we investigated the differences in the success of BPM initiatives and their connection with organizational culture. We used an explorative survey design and collected data on the BPM adoption from organizations in Austria, Croatia and Slovenia with more than 50 employees. Our study provides empirical insights about characteristics of successful BPM initiatives in different organizational cultures. Specifically, the chance of success appears to be higher:

(1) when the BPM initiative is rolled out in the entire organization if the organization has Clan, Market or Hierarchy culture;

(2) when the BPM is run on a continuous basis in Hierarchy culture and repeatedly in Adhocracy culture;

(3) when a top-down approach is used in organisations with Market or Hierarchy dominant culture;

(4) when the BPM initiative has a strategic role and formal responsibilities are defined in Clan and Hierarchy cultures.

Our findings have strong implications for research and for how organization should approach BPM adoption. Our propositions provide the basis for future studies on the interaction of various factors and their impact on BPM adoption in certain organizational cultures.