Skip to main content
SpringerLink
Log in
Book cover

International Conference on Business Process Management

BPM 2016: Business Process Management Forum pp 193–209Cite as

Factors Affecting the Sustained Use of Process Models

  • Conference paper
  • First Online:

Part of the book series: Lecture Notes in Business Information Processing ((LNBIP,volume 260))

Abstract

The documentation of business processes via modelling notations is a well-accepted and widespread practice. While a given process model is created in a specific project and sometimes for a specific purpose, it is generally preserved so that it can be used subsequently, beyond the context where it was created. In this setting, the aim of the paper at hand is to uncover factors that affect the sustained use of process models in an organization. First, the paper outlines an a priori model of sustained process model use derived from existing factor models of business process modelling success and knowledge reuse. This a priori model is packaged as an assessment instrument and applied to four organizations from different domains. Based on these case studies, we identify a subset of factors and relationships that explain differences in the observed sustained use of process models across the organizations in question.

This is a preview of subscription content, log in via an institution.

Chapter
USD   29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD   39.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD   54.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Learn about institutional subscriptions

References

  1. Davies, I., Green, P., Rosemann, M., Indulska, M., Gallo, S.: How do practitioners use conceptual modeling in practice? Data Knowl. Eng. 58, 358–380 (2006)

    Article  Google Scholar 

  2. Indulska, M., Green, P., Recker, J., Rosemann, M.: Business process modeling: perceived benefits. In: Castano, S., Dayal, U., Casati, F., Oliveira, J.P.M., Laender, A.H. (eds.) ER 2009. LNCS, vol. 5829, pp. 458–471. Springer, Heidelberg (2009)

    Chapter  Google Scholar 

  3. Dalkir, K.: Knowledge management in theory and practice. Routledge, London (2013)

    Google Scholar 

  4. Markovic, I., Pereira, A.C.: Towards a formal framework for reuse in business process modeling. In: Hofstede, A.H., Benatallah, B., Paik, H.-Y. (eds.) BPM Workshops 2007. LNCS, vol. 4928, pp. 484–495. Springer, Heidelberg (2008)

    Chapter  Google Scholar 

  5. Jeston, J., Nelis, J.: Business process management. Routledge, London (2014)

    Google Scholar 

  6. Rosemann, M., vom Brocke, J.: The six core elements of business process management. In: Handbook on Business Process Management 1, pp. 105–122. Springer, Heidelberg (2015)

    Google Scholar 

  7. Nolte, A., Bernhard, E., Recker, J.: “ You’ve modelled and now what?”-exploring determinants of process model re-use. In: 24th Australasian Conference on Information Systems 2013, pp. 1–11. RMIT University (2013)

    Google Scholar 

  8. Jennex, M.E., Olfman, L.: A model of knowledge management success. Int. J. Knowl. Manage. 2, 51–68 (2006)

    Article  Google Scholar 

  9. Bandara, W., Gable, G.G., Rosemann, M.: Factors and measures of business process modelling: model building through a multiple case study. Eur. J. Inf. Syst. 14, 347–360 (2005)

    Article  Google Scholar 

  10. Eikebrokk, T.R., Iden, J., Olsen, D.H., Opdahl, A.L.: Understanding the determinants of business process modelling in organisations. Bus. Process Manage. J. 17, 639–662 (2011)

    Article  Google Scholar 

  11. Bernhard, E., Recker, J.C.: Preliminary insights from a multiple case study on process modelling impact. In: Australasian Conference on Information Systems 2012, pp. 1–11 (2012)

    Google Scholar 

  12. Watson, S., Hewett, K.: A multi-theoretical model of knowledge transfer in organizations: determinants of knowledge contribution and knowledge reuse. J. Manage. Stud. 43, 141–173 (2006)

    Article  Google Scholar 

  13. Delone, W.H., McLean, E.R.: The DeLone and McLean model of information systems success: a ten-year update. J. Manage. Inf. Syst. 19, 9–30 (2003)

    Google Scholar 

  14. Jennex, M.E., Olfman, L.: Assessing knowledge management systems. Int. J. Knowl. Manage. 1, 33–49 (2005)

    Article  Google Scholar 

  15. Recker, J.C.: Reasoning about discontinuance of information system use. J. Inf. Technol. Theor. Appl. 17(1), 41–66 (2016)

    Google Scholar 

  16. Krogstie, J., Sindre, G., Jørgensen, H.: Process models representing knowledge for action: a revised quality framework. Eur. J. Inf. Syst. 15, 91–102 (2006)

    Article  Google Scholar 

  17. Vanderfeesten, I., Cardoso, J., Mendling, J., Reijers, H.A., van der Aalst, W.M.: Quality metrics for business process models. In: BPM and Workflow Handbook, pp. 179–190 (2007)

    Google Scholar 

  18. Sánchez-González, L., García, F., Mendling, J., Ruiz, F., Piattini, M.: Prediction of business process model quality based on structural metrics. In: Parsons, J., Saeki, M., Shoval, P., Woo, C., Wand, Y. (eds.) ER 2010. LNCS, vol. 6412, pp. 458–463. Springer, Heidelberg (2010)

    Chapter  Google Scholar 

  19. Mendling, J., Neumann, G., van der Aalst, W.: On the correlation between process model metrics and errors. In: 26th International Conference on Conceptual Modeling 2007, vol. 83, pp. 173–178. Australian Computer Society, Inc. (2007)

    Google Scholar 

  20. Mendling, J., Reijers, H.A., van der Aalst, W.M.: Seven process modeling guidelines (7PMG). Inf. Softw. Technol. 52(2), 127–136 (2010)

    Article  Google Scholar 

  21. Holschke, O., Rake, J., Levina, O.: Granularity as a cognitive factor in the effectiveness of business process model reuse. In: Dayal, U., Eder, J., Koehler, J., Reijers, H.A. (eds.) BPM 2009. LNCS, vol. 5701, pp. 245–260. Springer, Heidelberg (2009)

    Chapter  Google Scholar 

  22. Fettke, P., Loos, P.: Classification of reference models - a methodology and its application. Inf. Syst. e-Bus. Manage. 1, 35–53 (2003)

    Article  MATH  Google Scholar 

  23. Frank, U.: Evaluation of reference models. Reference modeling for business systems analysis, pp. 118–40 (2007)

    Google Scholar 

  24. Vom Brocke, J., Rosemann, M.: Handbook on business process management. Springer, Heidelberg (2010)

    Book  Google Scholar 

  25. Westland, J.: The Project Management Life Cycle: A Complete Step-By-Step Methodology for Initiating, Planning, Executing & Closing a Project Success. Kogan Page Publishers (2007)

    Google Scholar 

  26. Harmon, P.: Business process change. Morgan Kaufmann, San Francisco (2014)

    Google Scholar 

  27. Brocke, J.V., Rosemann, M.: Handbook on Business Process Management 2: Strategic Alignment, Governance, People and Culture. Springer Publishing Company, Inc, Cambridge (2014)

    Google Scholar 

  28. Rosemann, M.: Potential pitfalls of process modeling: part A. Bus. Process Manage. J. 12, 249–254 (2006)

    Article  Google Scholar 

  29. Raduescu, C., Tan, H.M., Jayaganesh, M., Bandara, W., zur Muehlen, M., Lippe, S.: A framework of issues in large process modeling projects. In: European Conference on Information Systems 2006, pp. 1594–1605 (2006)

    Google Scholar 

  30. Rittgen, P.: Success factors of e-collaboration in business process modeling. In: Pernici, B. (ed.) CAiSE 2010. LNCS, vol. 6051, pp. 24–37. Springer, Heidelberg (2010)

    Chapter  Google Scholar 

  31. Lu, R., Sadiq, S.: A survey of comparative business process modeling approaches. In: Business information Systems 2007, pp. 82–94. Springer, Berlin Heidelberg (2007)

    Google Scholar 

  32. Yew, W.K.: Critical success factors for implementing knowledge management in small and medium enterprises. Ind. Manage. Data Syst. 105, 261–279 (2005)

    Article  Google Scholar 

  33. Lantz, B.: Equidistance of likert-type scales and validation of inferential methods using experiments and simulations. Electron. J. Bus. Res. Methods 11, 16–28 (2013)

    Google Scholar 

  34. Yin, R.K.: Case study research: Design and methods. Sage publications, Newbury Park (2013)

    Google Scholar 

  35. Kitchenham, B., Pickard, L., Pfleeger, S.L.: Case studies for method and tool evaluation. IEEE Softw. 12, 52–62 (1995)

    Article  Google Scholar 

  36. Cronje, G.J.D, Toit, G.S.D., Motlatla, M.D.C., Marais, A.D.: Introduction to business management. Oxford University Press (2003)

    Google Scholar 

  37. Ljung, L.: System identification. Birkhäuser, Boston (1998)

    Book  MATH  Google Scholar 

  38. Malinova, M., Mendling, J.: The effect of process map design quality on process management success. In: European Conference on Information Systems 2013, paper 160 (2013)

    Google Scholar 

  39. Bhatt, G.D.: Knowledge management in organizations: examining the interaction between technologies, techniques, and people. J. Knowl. Manage. 5, 68–75 (2001)

    Article  MathSciNet  Google Scholar 

Download references

Acknowledgments

This research is supported by the Estonian Research Council.

Author information

Authors and Affiliations

  1. Institute of Computer Science, University of Tartu, Tartu, Estonia

    Toomas Saarsen & Marlon Dumas

Authors
  1. Toomas Saarsen
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Marlon Dumas
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Toomas Saarsen .

Editor information

Editors and Affiliations

  1. Queensland University of Technology , Brisbane, Queensland, Australia

    Marcello La Rosa

  2. DFKI, Universität des Saarlandes, Saarbrücken, Saarland, Germany

    Peter Loos

  3. Universidad Politècnica de Valencia , Valencia, Spain

    Oscar Pastor

Appendix

Appendix

Group

Factors

Definition

Organization

Management Support

The level of commitment by senior management in the organization to the BPM activities in terms of their own involvement and the willingness to allocate valuable organizational resources

Clear Goals & Purposes

The clarity of goals and purposes of the BPM initiatives in the organization

Subjective Norms

The perceived opinions of a person or group whose beliefs may be important to the individual about process model re-use

Process Modelling

Modelling Expertise

The experiences of process modellers in terms of conceptual modelling in general and process modelling in particular

Stakeholders Participation

The degree of input from users in the design, approval and maintenance of the models

Information Resources

Availability of information during the project

Project Management

The management of the process modelling project, including defining the project scope, aims, milestones, and plans

Modelling Methodology

A detailed set of instructions that describes and guides the process of modelling

Modelling Language

The grammar or the ‘syntactic rules’ of the selected process modelling technique

Modelling Tool

The software that facilitates the design, maintenance and distribution of process models

Process Model

Richness

Availability of necessary information in the process model

Sematic Quality

The degree of correspondence between information conveyed by a process model and the domain that is modelled

Value of Knowledge

The degree to which a person believes (re-)using a particular process model will help to achieve the intended goal

Structure

The degree to which a person believes that finding necessary information from the model is simple

Ease of Interpretation

The degree to which a person believes that interpreting a process model would be effortless

Tool

Ease of Use

The degree to which a person believes that the use of modelling software for using a process model would be easy

Usefulness

The degree to which a person believes that using a modelling software will be effective in using a process model

User

Competence

The amount of knowledge the users have of the modelled domain and the use of the process models

Motivation

Using a process model for no apparent reason other than the task of using it, e.g. to gain knowledge of a process

Knowledge Networking

Users knowledge about the organization (processes) and willingness to share it

Rights and permissions

Reprints and permissions

Copyright information

© 2016 Springer International Publishing Switzerland

About this paper

Cite this paper

Saarsen, T., Dumas, M. (2016). Factors Affecting the Sustained Use of Process Models. In: La Rosa, M., Loos, P., Pastor, O. (eds) Business Process Management Forum. BPM 2016. Lecture Notes in Business Information Processing, vol 260. Springer, Cham. https://doi.org/10.1007/978-3-319-45468-9_12

Download citation

Publish with us

Policies and ethics

Search

Navigation