From Bureaucratic and Quasi‐Market Environments: On the Co‐Evolution of Public Sector Business Process Management

Niehaves Björn, Plattfaut Ralf


Abstract
Business Process Management (BPM) can be viewed as a set of techniques to integrate, build, and reconfigure an organization’s business processes for the purpose achieving a fit with the market environment. While business processes are rather stable in low-dynamic markets, the frequency, quality, and importance of process change amplifies with an increase in environmental dynamics. We show that existing designs of public sector BPM might not be able to cope with the mounting frequency and quality of business process change. Our qualitative in-depth case study of a local government suggests that a major cause for such misfit lies in ineffective organizational learning. We contribute to the literature by applying the Dynamic Capability framework to public sector BPM in order to better understand shifts in market dynamics and their consequences for BPM effectiveness. Practitioners find a proposal for identifying, understanding, and reacting to a BPM-misfit and for developing effective BPM strategies.



Publication type
Conference Paper

Peer reviewed
Yes

Publication status
Published

Year
2010

Conference
9th IFIP WG 8.5 International Conference on E-Government (EGOV 2010)

Venue
Lausanne, Switzerland

Book title
Electronic Government - 9th IFIP WG 8.5 International Conference, EGOV 2010, Lausanne, Switzerland, August 29 - September 2, 2010. Proceedings

Editor
Wimmer, Maria A.; Chappelet, Jean-Loup; Janssen, Marijn; Scholl, Hans J.

Pages range
387-399

Volume
6228

Title of series
Lecture Notes in Computer Science

Language
English

ISBN
978-3-642-14798-2

DOI