Approaches towards business process management adoption under different organizational cultures doctoral dissertation
This study reviews the main research findings on BPM adoption in connection to organizational culture, specifically the different types of organizational culture defined by Cameron and Quinn (2006) The findings show there are only a handful of papers that discuss the relationship between the different organizational culture types and BPM adoption. These papers suggest there are significant differences in how different culture types impact the adoption of BPM. However, this topic is still under researched. There is a gap in the empirical literature directly examining the correlation between culture types and process performance. In addition, the literature does not address the approach to BPM adoption under different culture types, although the importance of a fit between BPM and organizational culture is well recognised. Based on the structured literature review, a framework is proposed that shows the relationship between organizational culture, the approach to BPM adoption, and the success of BPM adoption. The framework can serve as a starting point for structuring future research on this topic, which is necessary to gain a better understanding of the relationship between the different organizational culture types and BPM adoption. Ultimately, these findings could help improve the success rate of BPM projects in practice.