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In this article, we point to the importance of considering the organizational context when deciding on an enterprise modeling approach. Based on extant research in the area of context-aware Business Process Management, we present results from an empirical investigation on how the context of an organization can be assessed regarding requirements for process modeling and what implications this has on the choice of process modeling languages. We show that, also in one organization, different contexts exist, that actually call for a portfolio of process modeling approaches. Applying a design science approach, we conceptualize four process context types which are organized along two dimensions: variability and frequency of processes. We present these four process types, discuss their implications for modeling and design, and reflect on the broader implications for practice and research.



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