Auflistung nach Autor:in "Recker, Jan"

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A theory of contingent business process management
(Emerald, 2018) Zelt, Sarah; Recker, Jan; Schmiedel, Theresa; vom Brocke, Jan
Purpose - Many researchers and practitioners suggest a contingent instead of a “one size fits all” approach in business process management (BPM). The purpose of this paper is to offer a contingency theory of BPM, which proposes contingency factors relevant to the successful management of business processes and that explains how and why these contingencies impact the relationships between process management and performance. Design/methodology/approach - The authors develop the theory by drawing on organizational information processing theory (OIPT) and applying an information processing (IP) perspective to the process level. Findings - The premise of the model is that the process management mechanisms such as documentation, standardization or monitoring must compensate for the uncertainty and equivocality of the nature of the process that has to be managed. In turn, managing through successful adaptation is a prerequisite for process performance. Research limitations/implications - The theory provides a set of testable propositions that specify the relationship between process management mechanisms and process performance. The authors also discuss implications of the new theory for further theorizing and outline empirical research strategies that can be followed to enact, evaluate and extend the theory. Practical implications - The theory developed in this paper allows an alternative way to describe organizational processes and supports the derivation of context-sensitive management approaches for process documentation, standardization, monitoring, execution and coordination. Originality/value - The theoretical model is novel in that it provides a contextualized view on BPM that acknowledges different types of processes and suggests different mechanisms for managing these. The authors hope the paper serves as inspiration both for further theory development as well as to empirical studies that test, refute, support or otherwise augment the arguments.
01A - Beitrag in wissenschaftlicher Zeitschrift
Development and validation of an instrument to measure and manage organizational process variety
(Public Library of Science, 2018) Zelt, Sarah; Recker, Jan; Schmiedel, Theresa; Brocke, Jan vom
Organizational processes vary. Practitioners have developed simple frameworks to differentiate them. Surprisingly, the academic literature on process management does not – it typically strives for one method to manage all processes. We draw on organizational information-processing theory to systematically develop a new, theoretically motivated classification model for organizational processes. We validate this model using survey data from 141 process practitioners of a global corporation. We derive three distinct types of processes and demonstrate that an understanding of process variety based on process dimensions can differentiate processes better than existing frameworks used in practice. Our findings can enable process managers to make informed decisions and serve as a basis for contingent process management.
01A - Beitrag in wissenschaftlicher Zeitschrift
Enablers and Barriers to the Organizational Adoption of Sustainable Business Practices
(2010) Seidel, Stefan; Recker, Jan; Pimmer, Christoph
04B - Beitrag Konferenzschrift
The relation between BPM culture, BPM methods, and process performance: evidence from quantitative field studies
(Elsevier, 2019) Schmiedel, Theresa; Recker, Jan; Brocke, Jan vom
Business process management (BPM) research conceptualizes BPM culture as a type of organizational culture that supports BPM. No quantitative fieldwork has so far examined how such a supporting role manifests itself. We study the relationship between BPM culture, BPM methods, and process performance empirically. Our analysis of multiple survey data sets from a total of 581 practitioners of multiple industries suggests that BPM methods indirectly contribute to process performance by establishing a BPM culture. This finding updates the prevalent assumption that the correct application of methods yields direct performance benefits. We discuss several implications for theory and practice.
01A - Beitrag in wissenschaftlicher Zeitschrift