Properties that influence business process management maturity and its effect on organizational performance (2024)

Dijkman, R., Lammers, S. V., & De Jong, A. (2016). Properties that influence business process management maturity and its effect on organizational performance. Information Systems Frontiers, 18(4), 717-734. https://doi.org/10.1007/s10796-015-9554-5

Dijkman, Remco ; Lammers, Sander Vincent ; De Jong, Ad. / Properties that influence business process management maturity and its effect on organizational performance. In: Information Systems Frontiers. 2016 ; Vol. 18, No. 4. pp. 717-734.

@article{f4a2461f72fd431090400519640cc35b,

title = "Properties that influence business process management maturity and its effect on organizational performance",

abstract = "Abstract BPM maturity is a measure to evaluate how professionally an organization manages its business processes. Previous research provides evidence that higher BPM maturity leads to better performance of processes andof the organization as a whole. It also claims that different organizations should strive for different levels of maturity, depending on their properties. This paper presents an empirical investigation of these claims, based on a sampleof 120 organizations and looking at a selection of organizational properties. Our results reveal that higher BPM maturity contributes to better performance, but only up to a point. Interestingly, it contradicts the popular belief that higher innovativeness is associated with lower BPM maturity, rather showing that higher innovativeness is associated with higher BPM maturity. In addition, the paper shows that companies in different regions have a different level of BPM maturity. These findings can be used as a benchmark and a motivation for organizations to increase their BPM maturity.",

keywords = "Business process, Business process management, Maturity, Innovativeness, Performance",

author = "Remco Dijkman and Lammers, {Sander Vincent} and {De Jong}, Ad",

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year = "2016",

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language = "English",

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Dijkman, R, Lammers, SV & De Jong, A 2016, 'Properties that influence business process management maturity and its effect on organizational performance', Information Systems Frontiers, vol. 18, no. 4, pp. 717-734. https://doi.org/10.1007/s10796-015-9554-5

Properties that influence business process management maturity and its effect on organizational performance. / Dijkman, Remco; Lammers, Sander Vincent; De Jong, Ad.
In: Information Systems Frontiers, Vol. 18, No. 4, 01.08.2016, p. 717-734.

Research output: Contribution to journal › Article › peer-review

TY - JOUR

T1 - Properties that influence business process management maturity and its effect on organizational performance

AU - Dijkman, Remco

AU - Lammers, Sander Vincent

AU - De Jong, Ad

N1 - © The Author(s) 2015. This article is published with open access at Springerlink.com

PY - 2016/8/1

Y1 - 2016/8/1

N2 - Abstract BPM maturity is a measure to evaluate how professionally an organization manages its business processes. Previous research provides evidence that higher BPM maturity leads to better performance of processes andof the organization as a whole. It also claims that different organizations should strive for different levels of maturity, depending on their properties. This paper presents an empirical investigation of these claims, based on a sampleof 120 organizations and looking at a selection of organizational properties. Our results reveal that higher BPM maturity contributes to better performance, but only up to a point. Interestingly, it contradicts the popular belief that higher innovativeness is associated with lower BPM maturity, rather showing that higher innovativeness is associated with higher BPM maturity. In addition, the paper shows that companies in different regions have a different level of BPM maturity. These findings can be used as a benchmark and a motivation for organizations to increase their BPM maturity.

AB - Abstract BPM maturity is a measure to evaluate how professionally an organization manages its business processes. Previous research provides evidence that higher BPM maturity leads to better performance of processes andof the organization as a whole. It also claims that different organizations should strive for different levels of maturity, depending on their properties. This paper presents an empirical investigation of these claims, based on a sampleof 120 organizations and looking at a selection of organizational properties. Our results reveal that higher BPM maturity contributes to better performance, but only up to a point. Interestingly, it contradicts the popular belief that higher innovativeness is associated with lower BPM maturity, rather showing that higher innovativeness is associated with higher BPM maturity. In addition, the paper shows that companies in different regions have a different level of BPM maturity. These findings can be used as a benchmark and a motivation for organizations to increase their BPM maturity.

KW - Business process

KW - Business process management

KW - Maturity

KW - Innovativeness

KW - Performance

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M3 - Article

SN - 1387-3326

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JO - Information Systems Frontiers

JF - Information Systems Frontiers

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Dijkman R, Lammers SV, De Jong A. Properties that influence business process management maturity and its effect on organizational performance. Information Systems Frontiers. 2016 Aug 1;18(4):717-734. Epub 2015 Apr 28. doi: 10.1007/s10796-015-9554-5