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The Effect of Organization Size and Sector on Adopting Business Process Management

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Listed:
  • Amy Van Looy

    (Ghent University)

  • Joachim Van den Bergh

    (Vlerick Business School)

Abstract

The business process management (BPM) discipline is starting to recognize the importance of context-awareness. In spite of this recognition, few studies investigate the effect of diverse contextual factors on BPM. To fill this gap, the study statistically analyzes the effect of organization size and sector, as specific contextual factors, on the adoption of BPM. The latter is measured by means of BPM capabilities for which data was collected from 2309 employees in 72 organizations. The study relies on the Contingency Theory by hypothesizing that, in practice, organizations adopt BPM by taking into account factors that fit an organization’s context. Surprisingly, the results do not show a dependency between BPM adoption and organization size, suggesting that BPM adoption levels can equally be achieved by large or small organizations. In contrast, a dependency is found for organization sector (partly based on market velocity), suggesting different BPM adoption practices and/or speed in different sectors.

Suggested Citation

  • Amy Van Looy & Joachim Van den Bergh, 2018. "The Effect of Organization Size and Sector on Adopting Business Process Management," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 60(6), pages 479-491, December.
    • Handle: RePEc:spr:binfse:v:60:y:2018:i:6:d:10.1007_s12599-017-0491-3
    DOI: 10.1007/s12599-017-0491-3
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    References listed on IDEAS

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    1. Tobias Bucher & Robert Winter, 2010. "Taxonomy of Business Process Management Approaches," International Handbooks on Information Systems, in: Jan vom Brocke & Michael Rosemann (ed.), Handbook on Business Process Management 2, pages 93-114, Springer.
    2. John Child, 1975. "Managerial And Organizational Factors Associated With Company Performance‐Part Ii. A Contingency Analysis," Journal of Management Studies, Wiley Blackwell, vol. 12(1‐2), pages 12-27, March.
    3. Michael Rosemann & Jan Brocke, 2010. "The Six Core Elements of Business Process Management," International Handbooks on Information Systems, in: Jan vom Brocke & Michael Rosemann (ed.), Handbook on Business Process Management 1, pages 107-122, Springer.
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    6. Doris Weitlaner & Markus Kohlbacher, 2015. "Process management practices: organizational (dis-)similarities," The Service Industries Journal, Taylor & Francis Journals, vol. 35(1-2), pages 44-61, January.
    7. Birger Wernerfelt, 1984. "A resource‐based view of the firm," Strategic Management Journal, Wiley Blackwell, vol. 5(2), pages 171-180, April.
    8. A. Van Looy & M. De Backer & G. Poels, 2011. "A theoretical framework and classification of capability areas for business process maturity," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 11/743, Ghent University, Faculty of Economics and Business Administration.
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    Cited by:

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    2. Ghobakhloo, Morteza & Asadi, Shahla & Iranmanesh, Mohammad & Foroughi, Behzad & Mubarak, Muhammad Faraz & Yadegaridehkordi, Elaheh, 2023. "Intelligent automation implementation and corporate sustainability performance: The enabling role of corporate social responsibility strategy," Technology in Society, Elsevier, vol. 74(C).

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