Abstract

Grounded theory has emerged as a promising research approach for generating theory in emerging

and relevant domains of IS research. In this paper we advance the use of grounded theory in one

important and under-researched IS domain, business process management, which is characterized by

an abundance of conceptual work with very little thorough theory development. We provide an

illustrative case study that shows how grounded theory allowed us to develop theories about creative

organizational processes, and the influence of creativity requirements on the management of such

processes. Based on the experiences gathered, we then suggest a set of key issues that highlight why

and when grounded theory can be particularly suitable for the study of phenomena associated with the

business process management domain. We also provide examples for other inquiries that could benefit

from the use of grounded theory.

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