Abstract
Based on dynamic capability and boundary spanning theory, this study develops a theoretical framework for collaborative BPM in inter-organizational networks. The framework presents collaborative BPM as an organizational capability that serves for connecting business processes through the purposeful employment of boundary objects (e.g., information systems) and boundary spanners (people) at the interfaces between different network partners. Collaborative BPM itself is also considered to rely on boundary spanners and boundary objects as they are needed to facilitate the cross-organizational sensing, seizing, and implementation of business process changes. The framework is applied in a multiple case study in which the collaborative BPM efforts of three exemplary organizations, which all participate in inter-organizational networks, are analyzed. As for practice, the framework provides a systematic blueprint that organizations can use to reflect on their capabilities for collaborative BPM. As for research, the study provides a theoretical framing from which future studies can depart to explore phenomena related to collaborative BPM.
Recommended Citation
Poeppelbuss, Jens, "Boundary Spanning in Business Process Management: Theoretical Framing and Case Study" (2012). AMCIS 2012 Proceedings. 17.
https://aisel.aisnet.org/amcis2012/proceedings/EndUserIS/17
Boundary Spanning in Business Process Management: Theoretical Framing and Case Study
Based on dynamic capability and boundary spanning theory, this study develops a theoretical framework for collaborative BPM in inter-organizational networks. The framework presents collaborative BPM as an organizational capability that serves for connecting business processes through the purposeful employment of boundary objects (e.g., information systems) and boundary spanners (people) at the interfaces between different network partners. Collaborative BPM itself is also considered to rely on boundary spanners and boundary objects as they are needed to facilitate the cross-organizational sensing, seizing, and implementation of business process changes. The framework is applied in a multiple case study in which the collaborative BPM efforts of three exemplary organizations, which all participate in inter-organizational networks, are analyzed. As for practice, the framework provides a systematic blueprint that organizations can use to reflect on their capabilities for collaborative BPM. As for research, the study provides a theoretical framing from which future studies can depart to explore phenomena related to collaborative BPM.