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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?

Richard J. Goeke, Yvonne Lederer Antonucci
Copyright: © 2013 |Volume: 26 |Issue: 2 |Pages: 21
ISSN: 1040-1628|EISSN: 1533-7979|EISBN13: 9781466631915|DOI: 10.4018/irmj.2013040103
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MLA

Goeke, Richard J., and Yvonne Lederer Antonucci. "Differences in Business Process Management Leadership and Deployment: Is There a Connection to Industry Affiliation?." IRMJ vol.26, no.2 2013: pp.43-63. http://doi.org/10.4018/irmj.2013040103

APA

Goeke, R. J. & Antonucci, Y. L. (2013). Differences in Business Process Management Leadership and Deployment: Is There a Connection to Industry Affiliation?. Information Resources Management Journal (IRMJ), 26(2), 43-63. http://doi.org/10.4018/irmj.2013040103

Chicago

Goeke, Richard J., and Yvonne Lederer Antonucci. "Differences in Business Process Management Leadership and Deployment: Is There a Connection to Industry Affiliation?," Information Resources Management Journal (IRMJ) 26, no.2: 43-63. http://doi.org/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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