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Differences in Business Process Management Leadership and Deployment: Is There a Connection to Industry Affiliation?

Differences in Business Process Management Leadership and Deployment: Is There a Connection to Industry Affiliation?
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Author(s): Richard J. Goeke (Department of Accounting and Information Management, Widener University, Chester, PA, USA) and Yvonne Lederer Antonucci (Department of Accounting and Information Management, Widener University, Chester, PA, USA)
Copyright: 2013
Volume: 26
Issue: 2
Pages: 21
Source title: Information Resources Management Journal (IRMJ)
Editor(s)-in-Chief: George Kelley (University of Massachusetts, USA)
DOI: 10.4018/irmj.2013040103

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Abstract

Business Process Management (BPM) can improve organizational effectiveness and efficiency by optimizing the performance of cross-functional processes. Despite its potential, BPM deployment success has been mixed, due in part to the substantial changes required within the organization. Three changes considered necessary for BPM deployment success include a properly defined business process organizational infrastructure (complete with formal positions and competencies), boundary-spanning process ownership, and boundary-spanning process governance. However, given that BPM has largely been driven by practitioners, deployment details often vary by company. The present research examined the extent that these deployment details were industry related, and found significant differences between the manufacturing and service sectors in terms of organizational infrastructure and process ownership. These findings provide further evidence that a ‘one-size-fits-all’ approach to BPM does not exist, and that differences in BPM deployment decisions can be related to industry sector.

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