Abstract

This paper examines how the use of process mining in organizations can promote change in real-world business processes via data-based process models. Drawing on routine dynamics research, we conceptualize process models as artifacts that organizational members can use to change the business processes (i.e., routines) which they perform, and we theorize how such change is possible. Our arguments (a) suggest an emergent change approach to process mining, (b) advance social business process management by unpacking the social influence of process models, and (c) suggest guidelines for practitioners that apply process mining in organizations.

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