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The BPM Governance Supporting Factors and Implementation Barriers – The Experience of a Public University

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Part of the Lecture Notes in Business Information Processing book series (LNBIP,volume 436)

Abstract

The positive impact associated with the implementation of process solutions in private-sector organizations has been signaled in the literature on the subject. From the cognitive perspective, assessment of the vulnerability of BPM and BPM Governance implementation in public sector organizations, with particular emphasis on public universities, is of significance. The research gap, meaning the small number of publications presenting implementation of BPM Governance elements in these organizations, needs to be underlined here. The article’s originality lies in the focus on describing the empirical experience associated with strategy reconfiguration and resulting from the implementation of characteristic process organization solutions at a higher education institution. The main aim of this paper is to present the factors supporting and hindering implementation of BPM Governance at a public university. As a result of the research carried out using the methods of systematic literature review and participant observation, a catalog of the factors supporting and rigidifying the implementation of BPM Governance elements was developed. The article additionally describes the Authors’ experience in identifying the university stakeholders, the processes architecture, and the formalization of selected processes using authorial IT tools.

Keywords

  • BPM governance
  • BPM initiatives
  • Public university
  • Public organization

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Correspondence to Piotr Sliż .

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Sliż, P., Siciński, J., Antonowicz, P., Bęben, R. (2022). The BPM Governance Supporting Factors and Implementation Barriers – The Experience of a Public University. In: Marrella, A., Weber, B. (eds) Business Process Management Workshops. BPM 2021. Lecture Notes in Business Information Processing, vol 436. Springer, Cham. https://doi.org/10.1007/978-3-030-94343-1_12

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  • DOI: https://doi.org/10.1007/978-3-030-94343-1_12

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