Boundary Spanning Practices in BPM: A Dynamic Capability Perspective

Abstract

Collaborating with actors from outside of an organization, such as consultancies, customers, or suppliers, has proven to be asuccess factor for business process change. Research on business process change maturity views effective collaboration as asign for mature organizations. It argues that establishing systematic cross-boundary collaboration and making use of businessprocess change networks is a key challenge that, while not yet achieved, lies ahead of the majority of organizations.However, business process change practice seems to struggle with implementing these envisioned comprehensivecollaborative policies. Despite the importance of the phenomenon, research has not yet been able to provide sufficient insightinto potential barriers to establishing cross-boundary collaboration in business process change. Therefore, we conduct ninein-depth case studies and explore barriers to collaboration with firm-external actors. Drawing from the Resource-Based View,dynamic capability and boundary spanning theory, we identify a set of resource dependencies that hinder establishingcollaborative business process change. Based on these findings, we lay out elements of a problem-oriented theory whichcontributes to coping with the challenges of and to harvesting the potential benefits of collaboration in business processchange.

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 — 12 citations exist upstream.

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