Exogenous Shocks and Business Process Management

2022 | Business & Information Systems Engineering | Citations: 0

Authors: Röglinger, Maximilian; Plattfaut, Ralf; Borghoff, Vincent; Kerpedzhiev, Georgi; Becker, Jörg; Beverungen, Daniel; vom Brocke, Jan; Van Looy, Amy; del-Río-Ortega, Adela; Rinderle-Ma, Stefanie; Rosemann, Michael; Santoro, Flavia Maria; Trkman, Peter

Abstract: Business process management (BPM) drives corporate success through effective and ... Expand

Abstract: Business process management (BPM) drives corporate success through effective and efficient processes. In recent decades, knowledge has been accumulated regarding the identification, discovery, analysis, design, implementation, and monitoring of business processes. This includes methods and tools for tackling various kinds of process change such as continuous process improvement, process reengineering, process innovation, and process drift. However, exogenous shocks, which lead to unintentional and radical process change, have been neglected in BPM research although they severely affect an organization’s context, strategy, and business processes. This research note conceptualizes the interplay of exogenous shocks and BPM in terms of the effects that such shocks can have on organizations’ overall process performance over time. On this foundation, related challenges and opportunities for BPM via several rounds of idea generation and consolidation within a diverse team of BPM scholars are identified. The paper discusses findings in light of extant literature from BPM and related disciplines, as well as present avenues for future (BPM) research to invigorate the academic discourse on the topic. Collapse

Topics: emergency management business process management pandemic knowledge sharing organizational change

Methods: delphi study qualitative coding

A Dynamic Model of Individual and Collective Learning Amid Disruption

2014 | Organization Science | Citations: 9

Authors: Anderson, Edward G.; Lewis, Kyle

Abstract: Using the methodology of system dynamics, we model the effects of disruptive eve ... Expand

Abstract: Using the methodology of system dynamics, we model the effects of disruptive events on learning and productivity in organizations. We leverage the learning-by-doing and transactive memory system theories to model the underpinnings of learning processes at the collective and individual levels. We simulate the impact of disruptive events on organizational productivity and performance, such as employee turnover, technological innovation, reorganization, and extreme events (such as natural disasters), which disrupt individual knowledge, collective knowledge, or both. Finally, we discuss implications of our findings for future research on organizational learning and productivity. One implication is that representing organizational learning by a single power-law learning curve or even by multiple noninteracting learning curves may be in many cases inadequate. Another is that disruptions to individual learning can be beneficial to organizations in the long run, whereas disruptions to collective learning are detrimental in the short and long run. We discuss the factors that might help organizations mitigate the negative effects of disruption so that learning can occur amid even the most disruptive events. Collapse

Topics: productivity online learning system organization learning digital innovation innovation management

Methods: simulation experiment system dynamics theory development Monte Carlo simulation

Theories: general systems theory management theory

Time to Change: Temporal Shifts as Enablers of Organizational Change

2002 | Organization Science | Citations: 12

Authors: Staudenmayer, Nancy; Tyre, Marcie; Perlow, Leslie

Abstract: In this paper, we integrate findings from three field studies of technology inte ... Expand

Abstract: In this paper, we integrate findings from three field studies of technology intensive organizations to explore the process through which change occurred. In each case, problems were well recognized but had become entrenched and had failed to generate change. Across the three sites, organizational change occurred only after some event altered the accustomed daily rhythms of work, and thus changed the way people experienced time. This finding suggests that temporal shifts--changes in a collective's experience of time--can help to facilitate organizational change. Specifically, we suggest that temporal shifts enable change in four ways: (1) by creating a trigger for change, (2) by providing resources needed for change, (3) by acting as a coordinating mechanism, and (4) by serving as a credible symbol of the need to change. Collapse

Topics: organizational change productivity organizational context natural hazard mindfulness

Methods: field study archival research constant comparative analysis survey cross sectional research