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How Organizational Culture Facilitates a Global BPM Project: The Case of Hilti

In: Handbook on Business Process Management 2

Author

Listed:
  • Jan vom Brocke

    (University of Liechtenstein)

  • Martin Petry

    (Hilti Corporation)

  • Theresa Schmiedel

    (University of Liechtenstein)

  • Christian Sonnenberg

    (University of Liechtenstein)

Abstract

The role of culture in business processes is often underestimated. Especially the success of Business Process Change depends to a large extent on the employees’ willingness to adapt to a new work environment and eventually accept short-term losses for long-term benefits. We, therefore, engage with the Hilti Corporation analyzing the role of culture in a specific change project. After introducing the Hilti business model, we take a closer look at the measures taken at Hilti to actively manage a global culture by means of the Culture Journey. Against this background, we examine the impact culture may have on Business Process Change. The IT-driven change project Global Processes and Data (GPD) at Hilti serves as an example for exploring the way in which culture affects process change. We conclude deriving some lessons learnt from the Hilti Case on the role of culture in BPM.

Suggested Citation

  • Jan vom Brocke & Martin Petry & Theresa Schmiedel & Christian Sonnenberg, 2015. "How Organizational Culture Facilitates a Global BPM Project: The Case of Hilti," International Handbooks on Information Systems, in: Jan vom Brocke & Michael Rosemann (ed.), Handbook on Business Process Management 2, edition 2, pages 693-713, Springer.
    • Handle: RePEc:spr:ihichp:978-3-642-45103-4_29
    DOI: 10.1007/978-3-642-45103-4_29
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    Cited by:

    1. Khodadad-Saryazdi, Ali, 2021. "Exploring the telemedicine implementation challenges through the process innovation approach: A case study research in the French healthcare sector," Technovation, Elsevier, vol. 107(C).

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