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Drivers and Barriers of the Digital Innovation Process – Case Study Insights from a German Public University

Part of the Lecture Notes in Computer Science book series (LNISA,volume 12875)

Abstract

Due to growing digital opportunities, persistent legislative pressure, and recent challenges in the wake of the COVID-19 pandemic, public universities need to engage in digital innovation (DI). While society expects universities to lead DI efforts, the successful development and implementation of DIs, particularly in administration and management contexts, remains a challenge. In addition, research lacks knowledge on the DI process at public universities, while further understanding and guidance are needed. Against this backdrop, our study aims to enhance the understanding of the DI process at public universities by providing a structured overview of corresponding drivers and barriers through an exploratory single case study. We investigate the case of a German public university and draw from primary and secondary data of its DI process from the development of three specific digital process innovations. Building upon Business Process Management (BPM) as a theoretical lens to study the DI process, we present 13 drivers and 17 barriers structured along the DI actions and BPM core elements. We discuss corresponding findings and provide related practice recommendations for public universities that aim to engage in DI. In sum, our study contributes to the explanatory knowledge at the convergent interface between DI and BPM in the context of public universities.

Keywords

  • Digital innovation
  • Digital innovation process
  • Process innovation
  • Public university
  • Case study

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Kleider, E., Kreuzer, T., Lösser, B., Oberländer, A.M., Eymann, T. (2021). Drivers and Barriers of the Digital Innovation Process – Case Study Insights from a German Public University. In: Polyvyanyy, A., Wynn, M.T., Van Looy, A., Reichert, M. (eds) Business Process Management. BPM 2021. Lecture Notes in Computer Science(), vol 12875. Springer, Cham. https://doi.org/10.1007/978-3-030-85469-0_27

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  • DOI: https://doi.org/10.1007/978-3-030-85469-0_27

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