Understanding the determinants of business process modelling in organisations

Abstract

Purpose The purpose of this paper is to address a theoretical gap in the business process management (BPM) literature on factors that influence the acceptance and use of business process modelling (PM) in organisations. The paper seeks to contribute to theory building and practice in BPM through better understanding of important determinants of PM adoption and use. Design/methodology/approach A combination of literature review and 34 interviews in context was used to develop a PM acceptance model that was subsequently empirically tested using survey data from 74 companies. Findings The paper provides empirical insights about how business PM can be influenced by many factors in the organisational context. It suggests that PM is a complex activity mandated by management, but influenced by individual and socio‐political factors. Research limitations/implications There is a need for future research to focus on the many opposing forces that influence business PM in organisations. Future studies should analyse influence from different stakeholder groups separately to reveal their relative influence on PM activity and its outcomes. Practical implications The paper identifies important forces in the organisational context that managers should focus on in their efforts to successfully implement business PM in their organisations. Originality/value This paper uses a triangulation of sources of information to better understand the less‐studied process of PM adoption and use in an organisational context. It contributes to theory building within BPM and to more successful BPM in organisations.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 29 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.