Business Process Management beyond Boundaries? – A Multiple Case Study Exploration of Obstacles to Collaborative BPM
Presented at HICSS2011 this research paper by Niehaves and Henser takes a close look at the importance of business process collaboration external to the firm, and the obstacles which must be overcome for this to be successful. Through a qualitative analysis of three different organisations they seek to answer their research question of “What are potential obstacles that may restrain organizations from expanding their BPM from an endocollaborative to an omnicollaborative state?”.
To further define the term “collaboration” the authors introduce three theoretical degrees of BPM centric collaboration:
- Non-collaborative BPM characterised by individual uncoordinated attempts at business process activities.
- Endocollaborative BPM – BPM activities undertaken wholly within a department or organisation.
- Omnicollaborative BPM involving stakeholders both internal and external to the organisation.
The authors have used these definitions as a base in their investigation into the obstacles to communication between internal and external process stakeholders. Interestingly they also acknowledge the impact of ISO9001 certification upon an organisation’s BPM initiative (refer Benner, M. J. “Dynamic or Static Capabilities? Process Management Practices and Response to Technological Change.” Journal of Production Innovation Management (26:4), pp. 473-486.)
The case study data collection involved a triangulation of interviews, observations and documented evidence to answer the above research question. Based on this evidence the paper proposes nine blockers to omnicollaborative BPM:
- Resource requirements
- Knowledge safeguarding
- Benefit expectations
- Knowledge about process
- Knowledge about Partners
- External impressions
- Firm-Internal acceptance
- Decision Power Control
- Decision promptness