Abstract

There is no doubt that Business Process Management (BPM) is of high interest to both academics and practitioners. Whilst there is a plethora of academic research focused on various aspects of BPM such as process modelling, process improvement and, process execution there is little that investigates BPM in its broadest sense as a holistic management practice. From a practical perspective this shortcoming is reflected in the on-going search for a “best-practice” approach to implementing BPM. Despite the emergence of prescriptive models that support this approach, this research challenges the notion that such a best-practice exists. The researchers use an existing BPM maturity model to show that the emphasis placed on critical aspects of BPM is different between organisations and over time. Furthermore, the research shows that a combination of contextual variables is likely to influence the how BPM evolves and matures within organisations. With this study the researchers raise important issues for future research including: What contextual variables influence the evolution of BPM in organisations? How do they do so? Are patterns of BPM evolution discernible? If so, what are they? Do some patterns lead to higher success or maturity in BPM initiatives?

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