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Digital transformation and the new logics of business process management

Author

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  • Abayomi Baiyere
  • Hannu Salmela
  • Tommi Tapanainen

Abstract

Business process management (BPM) research emphasises three important logics – modelling (process), infrastructural alignment (infrastructure) and procedural actor (agency) logics. These logics capture the dominant ways of thinking in BPM, reflected in its assumptions, practices and values. While the three logics have proven useful in prior contexts, we argue that the applicability of these underlying assumptions in theorising BPM needs to be re-examined in the context of digital transformation. Based on an ethnographic study of BPM in a company undergoing digital transformation, we uncover tensions related to applying these prior logics that point to the need to update the underlying assumptions. Consequently, we propose new logics that we conceptualise as light touch processes (process), infrastructural flexibility (infrastructure) and mindful actors (agency). Our observations contribute to a rethinking of the dominant BPM logics by unpacking their dynamics in the context of digital transformation. Our study further highlight salient differences between digital transformation and IT-enabled organisational transformation contexts. We conclude by proposing new managerial approaches for BPM in digital transformation contexts.

Suggested Citation

  • Abayomi Baiyere & Hannu Salmela & Tommi Tapanainen, 2020. "Digital transformation and the new logics of business process management," European Journal of Information Systems, Taylor & Francis Journals, vol. 29(3), pages 238-259, May.
    • Handle: RePEc:taf:tjisxx:v:29:y:2020:i:3:p:238-259
    DOI: 10.1080/0960085X.2020.1718007
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    Cited by:

    1. Christof Weinhardt & Hans-Gert Gräbe & Ralf Laue & Thomas Grisold & Steven Groß & Katharina Stelzl & Jan vom Brocke & Jan Mendling & Maximilian Röglinger & Michael Rosemann, 2023. "Statements on the Contribution by Grisold et al. from Issue 2/2022," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 65(2), pages 229-232, April.
    2. Quick, Reiner & Münch, M. & Mayer, J. H., 2023. "Lessons Learned from a Case Study: a Diamond Model for Implementing and Scaling Process Mining," Publications of Darmstadt Technical University, Institute for Business Studies (BWL) 142479, Darmstadt Technical University, Department of Business Administration, Economics and Law, Institute for Business Studies (BWL).
    3. Di Ye & Bin Xu & Bingling Wei & Linlin Zheng & Yenchun Jim Wu, 2024. "Employee work engagement in the digital transformation of enterprises: a fuzzy-set qualitative comparative analysis," Palgrave Communications, Palgrave Macmillan, vol. 11(1), pages 1-15, December.
    4. Thomas Grisold & Christian Janiesch & Maximilian Röglinger & Moe Thandar Wynn, 2022. "Call for Papers, Issue 5/2024," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 64(6), pages 841-843, December.
    5. Gajendra Liyanaarachchi & Giampaolo Viglia & Fidan Kurtaliqi, 2024. "Addressing challenges of digital transformation with modified blockchain," Post-Print hal-04440365, HAL.
    6. Yunsi Chen & Sumin Hu & Haoqiang Wu, 2023. "The Digital Economy, Green Technology Innovation, and Agricultural Green Total Factor Productivity," Agriculture, MDPI, vol. 13(10), pages 1-15, October.
    7. Mishra, Deepa Bhatt & Haider, Imran & Gunasekaran, Angappa & Sakib, Md. Nazmus & Malik, Nishtha & Rana, Nripendra P., 2023. "“Better together”: Right blend of business strategy and digital transformation strategies," International Journal of Production Economics, Elsevier, vol. 266(C).

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