Abstract
Business Process Management (BPM) gets increasing attention, both from practitioners and academics. However, studies recently start calling out the importance of a fit with the environment, which is called BPM contingency. This means that generic BPM principles and models do not always deliver the promised outcomes, as they fail to consider the specific environments in which certain organizations operate. Using a structured literature review, we present a state-of-the-art of contingency research on business processes.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Trkman, P.: The critical success factors of business process management. Int. J. Inf. Manag. 30, 125–134 (2010)
McKinsey: Global Survey Results: IT’s unmet potential, http://www.mckinseyquarterly.com
McCormack, K., Willems, J., Bergh, J., van den, D.D., Willaert, P., Štem-berger, M.I., Škrinjar, R., Trkman, P., Ladeira, M.B., Oliveira, M.P.V., de Vuksic, V.B., Vlahovic, N.: A global investigation of key turning points in business process maturity. Bus. Process Manag. J. 15, 792–815 (2009)
Eisenhardt, K.M., Martin, J.A.: Dynamic capabilities: what are they? Strateg. Manag. J. 21, 1105–1121 (2000)
vom Brocke, J., Schmiedel, T., Recker, J., Trkman, P., Mertens, W., Viaene, S.: Ten principles of good business process management. Bus. Process Manag. J. 20, 530–548 (2014)
Ortbach, K., Plattfaut, R., Poppelbuß, J., Niehaves, B.: A Dynamic Capability-Based Framework for Business Process Management: Theorizing and Empirical Application. Presented at the (January 2012)
Teece, D.J., Pisano, G., Shuen, A.: Dynamic capabilities and strategic management. Strateg. Manag. J. 18, 509–533 (1997)
Miller, D., Friesen, P.H.: Porter’s Generic Strategies and Performance: An Em-pirical Examination with American Data Part I: Testing Porter. Organ. Stud. 7, 37–55 (1986)
Wernerfelt, B.: A resource-based view of the firm. Strateg. Manag. J. 5, 171–180 (1984)
Lawrence, P.R., Lorsch, J.W.: Organization and environment: managing differentiation and integration. R. D. Irwin (1969)
Rosemann, M.: The Six Core Elements of Business Process Management. In: vom Brocke, J., Rosemann, M. (eds.) Handbook on Business Process Management, vol. 1, pp. 107–122. Springer, Heidelberg (2010)
Van Looy, A., De Backer, M., Poels, G.: A conceptual framework and classification of capability areas for business process maturity. Enterprise Information Systems 8, 188–224 (2014)
Lecy, J., Beatty, K.: Structured Literature Reviews Using Constrained Snowball Sampling and Citation Network Analysis (2012)
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2014 Springer-Verlag Berlin Heidelberg
About this paper
Cite this paper
Pauwaert, T., Van Looy, A. (2014). A Literature Study on the State-of-the-Art of Contingency Research in Business Process Management. In: Meersman, R., et al. On the Move to Meaningful Internet Systems: OTM 2014 Workshops. OTM 2014. Lecture Notes in Computer Science, vol 8842. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-45550-0_1
Download citation
DOI: https://doi.org/10.1007/978-3-662-45550-0_1
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-662-45549-4
Online ISBN: 978-3-662-45550-0
eBook Packages: Computer ScienceComputer Science (R0)