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Process Management and Organizational Structure in Large Brazilian Companies: Multiple Case Study

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Listed:
  • Heitor Mansur Caulliraux
  • Thais Spiegel
  • Adriano Proen?a

Abstract

The main proposition of this paper is to show how large Brazilian companies, the biggest in their sectors, address process management within the traditional organizational structures (functional, by product etc.), as well as advance in conceptual explanations for that which is found in the field. It is based on a bibliographical revision about processes and organizational structures and a group of six case studies, in a sample which is consistently defined, and with a structured survey protocol. The results presented in this paper are a part of a larger Research Project, initiated in 2011 and which should continue until the end of 2012. The cases describe the actual solutions that are being adopted by large Brazilian companies, as well as the motivations for these. The solutions can provide valuable insight for other large organizations.

Suggested Citation

  • Heitor Mansur Caulliraux & Thais Spiegel & Adriano Proen?a, 2012. "Process Management and Organizational Structure in Large Brazilian Companies: Multiple Case Study," Business and Management Research, Business and Management Research, Sciedu Press, vol. 1(2), pages 48-68, June.
    • Handle: RePEc:jfr:bmr111:v:1:y:2012:i:2:p:48-68
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    References listed on IDEAS

    as
    1. Roger Burlton, 2010. "Delivering Business Strategy Through Process Management," International Handbooks on Information Systems, in: Jan vom Brocke & Michael Rosemann (ed.), Handbook on Business Process Management 2, pages 5-37, Springer.
    2. Michael Hammer, 2010. "What is Business Process Management?," International Handbooks on Information Systems, in: Jan vom Brocke & Michael Rosemann (ed.), Handbook on Business Process Management 1, pages 3-16, Springer.
    3. Joan E. van Aken, 2004. "Management Research Based on the Paradigm of the Design Sciences: The Quest for Field‐Tested and Grounded Technological Rules," Journal of Management Studies, Wiley Blackwell, vol. 41(2), pages 219-246, March.
    4. Hammer, Michael & Champy, James, 1993. "Reengineering the corporation: A manifesto for business revolution," Business Horizons, Elsevier, vol. 36(5), pages 90-91.
    5. Paul Harmon, 2010. "The Scope and Evolution of Business Process Management," International Handbooks on Information Systems, in: Jan vom Brocke & Michael Rosemann (ed.), Handbook on Business Process Management 1, pages 37-81, Springer.
    6. M. Lynne Markus & Dax D. Jacobson, 2010. "Business Process Governance," International Handbooks on Information Systems, in: Jan vom Brocke & Michael Rosemann (ed.), Handbook on Business Process Management 2, pages 201-222, Springer.
    7. Geary A. Rummler & Alan J. Ramias, 2010. "A Framework for Defining and Designing the Structure of Work," International Handbooks on Information Systems, in: Jan vom Brocke & Michael Rosemann (ed.), Handbook on Business Process Management 1, pages 83-106, Springer.
    8. Leandro Jesus & André Macieira & Daniel Karrer & Heitor Caulliraux, 2010. "BPM Center of Excellence: The Case of a Brazilian Company," International Handbooks on Information Systems, in: Jan vom Brocke & Michael Rosemann (ed.), Handbook on Business Process Management 2, pages 285-306, Springer.
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    JEL classification:

    • R00 - Urban, Rural, Regional, Real Estate, and Transportation Economics - - General - - - General
    • Z0 - Other Special Topics - - General

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