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Procedia Computer Science 234 (2024) 663–673

Seventh Information Systems International Conference (ISICO 2023)


Seventh Information Systems International Conference (ISICO 2023)
The
The Role
Role of
of Organizational
Organizational Culture
Culture in
in Business
Business Process
Process
Management Adoption: A Case Study
Management Adoption: A Case Study
Naif Aljlayel*
Naif Aljlayel*
Computing and Informatics College, Saudi Electronic University, Riyadh, Saudi Arabia
Computing and Informatics College, Saudi Electronic University, Riyadh, Saudi Arabia

Abstract
Abstract
Business Process Management adoption requires extensive effort, time, resources and discipline. Therefore, several studies have
Business
attemptedProcess Management
to identify the factorsadoption requiresBPM
that influence extensive effort,Most
adoption. time,ofresources and discipline.
studies identify Therefore,
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explore This
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organizational culture in BPM adoption. This study employed a qualitative approach and held in-depth interviews.
professionals who are working in different Saudi Arabian organizations started adopting BPM have been selected. Commitment, Twenty BPM
professionalsimprovement,
Continuous who are working in different Saudi
Cross-functional ArabianCustomer
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and Process selected. are
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Continuous improvement,
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culture values influencing BPM teamwork, Customer
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six important culturalinfluencing
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the importance of
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organizational culture in BPM adoption. in BPM adoption and also increases awareness among practitioners of the importance of
organizational culture in BPM adoption.
© 2023
© 2023 The
The Authors.
Authors. Published
Published by
by Elsevier
ELSEVIER B.V.B.V.
© 2023
This is The
an Authors.
open accessPublished
article by ELSEVIER
under the CC B.V.
BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
(https://creativecommons.org/licenses/by-nc-nd/4.0)
This
This is
is an
an open
open access
access article under
article under the
the CC
CC BY-NC-ND
BY-NC-ND license
license (https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under responsibility of the scientific committee
Peer-review under responsibility of the scientific committee of the
of the Seventh Information
Seventh Information Systems
Systems International
International Conference
Conference.
Peer-review under responsibility of the scientific committee of the Seventh Information Systems International Conference.
Keywords: Business process management; BPM adoption; Organisational culture values
Keywords: Business process management; BPM adoption; Organisational culture values

1. Introduction
1. Introduction
Organizations strive to adopt Business Process Management (BPM) to increase their overall effectiveness and
Organizations
efficiency strive to adopt
[1, 2]. Adopting Businessextensive
BPM requires Process Management (BPM) toand
effort, time, resources increase their[3-5].
discipline overall effectiveness
Several and
studies have
efficiency [1, 2]. Adopting BPM requires extensive effort, time, resources and discipline [3-5]. Several
identified organizational culture among the key factors that influence BPM adoption [3]. However, few have studies have
identified
explored itsorganizational culture
influence on BPM among the key factors that influence BPM adoption [3]. However, few have
adoption.
explored its influence on BPM adoption.

* Corresponding author.
* E-mail
Corresponding
address:author.
n.aljlayel@seu.edu.sa
E-mail address: n.aljlayel@seu.edu.sa
1877-0509 © 2023 The Authors. Published by ELSEVIER B.V.
1877-0509 © 2023
This is an open The article
access Authors. Published
under the CCby ELSEVIERlicense
BY-NC-ND B.V. (https://creativecommons.org/licenses/by-nc-nd/4.0)
This is an open
Peer-review access
under article under
responsibility thescientific
of the CC BY-NC-ND license
committee of (https://creativecommons.org/licenses/by-nc-nd/4.0)
the Seventh Information Systems International Conference.
Peer-review under responsibility of the scientific committee of the Seventh Information Systems International Conference.

1877-0509 © 2023 The Authors. Published by Elsevier B.V.


This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under responsibility of the scientific committee of the Seventh Information Systems International Conference
10.1016/j.procs.2024.03.052
664 Naif Aljlayel et al. / Procedia Computer Science 234 (2024) 663–673
2 Naif Aljlayel / Procedia Computer Science 00 (2023) 000–000

Almost all studies investigating the factors that influence BPM adoption have been undertaken in the context of
developed countries (e.g. USA, UK, and Europe). Even though most of international organizations that apply the
BPM concept operate across national borders and BPM initiatives within these organizations involve different
locations worldwide [6]. Moreover, there is doubt as to whether the factors that support or hinder information
systems in organizations in general – including BPM – apply to those working in other countries [7]. Therefore, the
factors that influence BPM adoption need to be studied in other geographical locations [3, 5, 6].
Saudi Arabia is one of the developing countries that could benefit from BPM adoption [8]. The Saudi Arabian
government strives to adopt an efficient and effective approach to work to reduce expenses while continuing to
introduce excellent products and services to citizens and foreign investors [9]. This effort has been established
because the Saudi Arabia government’s major source of revenue – oil- has decreased significantly since 2016 [9].
The recently announced ‘Saudi Arabia’s Vision 2030’ aims to achieve economic transformation in Saudi Arabia [9],
promoting a culture of continuous improvement (CI) and achieving operational excellence in all Saudi Arabian
organizations [9]. Organizations in Saudi Arabia need to become more effective and efficient in order to remain
competitive [10].
BPM adoption therefore offers a potentially valuable aid [1, 2, 11]. BPM is a customer-focused approach [12],
that requires organizations to “live and breathe a customer-centric process design and management” [13], and
emphasizes “continues improvement, customer satisfaction, and employee involvement” [11]. Indeed, BPM
increases the overall effectiveness and efficiency of organizations by increasing the Business Process Orientation
(BPO) within the organization [14-18]. According to AlShathry [8], while there is a positive attitude toward
adopting BPM practice by Saudi Arabian organizations, the practice of BPM adoption is still in its early stages.
Thus, Saudi Arabian organizations need more awareness of BPM as a holistic management approach [8] that will
address their needs. Saudi Arabia is aiming to expand the liberalization and privatization of their economies, but this
requires these organizations to develop new ways of managing to remain competitive [10]. Given the lack of
research into culture as a factor in BPM adoption in developing countries, investigation of Saudi Arabian
organizational culture is essential for the success of BPM adoption projects for both local and international firms
operating in Saudi Arabia.
This paper therefore addresses the questions “What are the important organizational culture values in BPM
adoption in Saudi Arabia?” and “How do these organizational culture values influence BPM adoption in Saudi
Arabia?”. This study focuses on cultural values, because of their importance in understanding organizational
behaviors [19] and because they have been the basis for key theoretical studies in the IS field [20] and in BPM
research [21, 22]. This study contributes to theory by proposing a conceptual model including six important cultural
values influencing BPM adoption positively which are Commitment, Continuous improvement, Cross-functional
teamwork, Customer centricity, Innovation and Process ownership, and increases awareness among practitioners
about the importance of organizational culture in BPM adoption.

2. Research Background

2.1. Business Process Management (BPM)

In the context of global market competition, organizations are increasingly focusing on managing and improving
their business processes [1, 2], using the concept of BPM [1, 2]. BPM has been interpreted in two different ways
[23, 24]. On the one hand, BPM is considered as a systematic approach for continually analyzing and improving
processes to meet customers’ needs [11, 12, 25-27] through the so-called “BPM life cycle” [11, 23]. The BPM life
cycle is a methodology that has several steps to improve a single horizontal process regardless of the process’s
characteristics and type [11, 23]. Although different steps are identified within the BPM life cycle by different
authors (eg. [27-30], they all consider a process as a horizontal sequence of activities that needs to be improved
continuously using the BPM life cycle [11]. The BPM life-cycle by Mendling [30] is one of the most comprehensive
life-cycle [11] which encompasses several steps namely ‘analysis’, ‘design’, ‘implementation’, ‘enactment’,
‘monitoring’ and ‘evaluation’ [30].
More recently, BPM is considered a holistic management approach that focuses on the whole organization rather
than specific aspects such as IT systems, which was the early focus of BPM [1, 2, 4, 31, 32]. BPM aims to increase
Naif Aljlayel et al. / Procedia Computer Science 234 (2024) 663–673 665
Author name / Procedia Computer Science 00 (2023) 000–000 3

Business Process Orientation (BPO) in the organization [33]. BPO means that an organization is process-centric,
focusing on satisfying customer needs [13], rather than meeting targets as is the case of functionally driven
organizations [34]. This view of BPM is adopted in this study in line with current BPM research.
BPM researchers have also recognized the need for a tool to measure BPM adoption and practice. Therefore,
there has been a notable effort to establish maturity models to measure BPM adoption and practice. BPM maturity
models are a supportive tool to evaluate the as-is position of organizations for deriving and prioritizing improvement
initiatives and controlling the progress of their implementation [35]. BPM maturity models assist organizations in
measuring and improving their practice in BPM adoption and in increasing process quality [36]. BPM maturity
models focus on measuring different aspects of BPM. Some of them focus on measuring BPO within organizations
and others focus on measuring different aspects (elements) that constitute BPM. BPM maturity models are not
restricted to specific industries, particular size or certain locations, but are anticipated to fit any type of organizations
[37].

2.2. BPM Adoption

BPM adoption is defined as “the use and deployment of BPM concepts in organizations” [11]. These concepts
include governance structures, role definitions, performance indicators, modelling tools and redesign technique”
[38]. However, many organizations struggle in adopting BPM because it requires extensive effort, time, resources
and discipline [3-5].
The adoption of BPM in organizations usually goes through several stages. According to Rosemann [39], the
BPM adoption stages include: first; realizing the advantages of BPM, second; an eagerness to adopt BPM, third;
starting BPM as a project or several projects until it become a practice, fourth; upgrading BPM practice to a program
under a single authority, and fifth; establish a BPM Centre of Excellence to control cost and enhanced consistency.

2.3. Organizational Culture and BPM Adoption

Culture is an under researched topic in BPM [6]. Research on the relationship between culture and BPM has been
undertaken from four perspectives, namely, culture as an independent factor influencing BPM, culture as a
dependent factor influenced by BPM, culture as BPM culture, and culture as an important aspect in BPM [6].
Further, of the three main views of culture in BPM literature, namely, organizational culture, work group and
national culture, organizational culture has received the most attention [6]. The lack of research on work groups in
the BPM literature might be because they could be seen as determined by organizational culture to a large extent [6].
Organisational culture is,
“a pattern of shared basic assumptions that was learned by a group as it solved its problems of external
adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught
to new members as the correct way to perceive, think, and feel in relation to those problems” [40].
Organizational culture has been identified in the extant literature as an essential factor for BPM adoption [6].
Organizational culture has been identified both as an independent factor that influences BPM adoption [1, 35, 41-
46], and as a dependent factor that is influenced by BPM adoption [47-50]. This study adopts the former view to
investigate organizational culture as an independent factor that influences BPM adoption in Saudi Arabia. As
mentioned above, there is a lack of research on organisational culture and BPM adoption, and almost scarce studies
of BPM adoption in Saudi Arabia.

2.4. Related work of BPM Culture

The effect of organizational culture on BPM adoption has been investigated [5] based on the “Organizational
Culture Assessment Instrument (OCAI)” which has categorizes the organizational culture into four general types:
Clan, Adhocracy, Market and Hierarchy [51]. They found that these different organizational culture types have
different effects on BPM adoption as some types support while others hinder BPM adoption [5]. However, BPM
culture is considered in this paper to be a specific group of values that directly assists in achieving BPM objectives
[6]. vom Brocke and Schmiedel [22] proposed several cultural values in their literature review. These culture values
666 Naif Aljlayel et al. / Procedia Computer Science 234 (2024) 663–673
4 Naif Aljlayel / Procedia Computer Science 00 (2023) 000–000

include Customer orientation, Continuous improvement, Cross-functional orientation, Innovation, Leanness,


Responsibility and Quality. CERT Framework of BPM culture published by Schmiedel, vom Brocke [21]. The
acronym CERT stands for the four cultural values of Customer orientation (Includes External and Internal
perspectives), Excellence (includes Continuous improvement and Innovation), Responsibility (includes
Accountability and Commitment), and Teamwork (includes formal and informal structures) [21]. This study aimed
to investigate existing organizational cultural values and their influence on BPM adoption in Saudi Arabian
organizations.

3. Research Method

The main objective of this study is to explore the role of organizational culture in BPM adoption in Saudi Arabia.
Based on that, a qualitative method was adopted in order to develop a conceptual model and its propositions through
semi-structured interviews. The interview technique was selected because it is one of the best data gathering
techniques to explore a new area [52].

3.1. Participant Selection

A semi-structured interview requires engaging a participant familiar with the investigated research phenomena
[53]. Participants for the study were purposefully selected from organization already started adopting BPM and
based on their knowledge, experience and roles in BPM. The participants have experience working in different
organization’s sectors, size and industries to explore the research concepts in a range of contexts. Members of the
Association of Business Process Management Professional (ABPMP) Saudi Chapter were approached to participate
through an advertisement in ABPMP Saudi Chapter’s official page in LinkedIn. Such strategy was adopted in a
similar study by [54].
Twenty BPM professionals were selected, each having 5-30 years’ experience working in BPM. Sixteen
participants were from Saudi Arabia and 4 were non-Saudis (from USA, Australia, Pakistan and Syria) who had
experience in Saudi Arabian organizations of between 7-12 years. The non-Saudi participants were selected to gain
an external perspective and to understand issues for BPM in Saudi Arabia from the perspective of expatriates.
Participants were selected from a variety of organizations sectors (i.e. Government, semi Government and private),
industries and worked in different-sized organizations (small ‘0-49’, medium ‘50-499’, large ‘500-3000’, Giant
‘>3000’ and ‘Varies’ refers to the size of the consultant’s client organizations.) in order to engage a wide range of
views. Table 1 presents details about the participants.
Table 1 Participant information

Experience in Position in
P# Nationality Qualifications Org. sector Org. Industry Org. Size
BPM BPM
1 KSA Master in BPM 7 years Director Semi Gov. Gov. Services Medium
2 KSA Master in BPM 6 years GM Semi Gov. Telecom Medium
3 KSA Master in Quality 9 years Director Private Medical Giant
4 AUS Bachelor in Bus. 25 years Consultant Gov. Consultation Varies
5 KSA Bachelor in MIS 16 years Director Private Manufactory Giant
6 KSA Master in Eng. 23 years Director Semi Gov. Technology Large
7 KSA Master in BPM 8 years Director Gov. Transport Giant
8 KSA Bachelor in Bus. 8 years Director Gov. Gov. Services Giant
9 KSA Mater in IT 21 years Consultant All sectors Consultation Varies
10 KSA Bachelor in IT 7 years CIO Semi Gov. Medical Large
12 KSA PhD in Excellence 25 years Consultant All sectors Consultation Varies
Naif Aljlayel et al. / Procedia Computer Science 234 (2024) 663–673 667
Author name / Procedia Computer Science 00 (2023) 000–000 5

Experience in Position in
P# Nationality Qualifications Org. sector Org. Industry Org. Size
BPM BPM
11 KSA Master in BPM 5 years Director Private Technology Large
13 KSA Master in IT 5 years Director Semi Gov. Financial Large
14 KSA Bachelor in IT 6 years Director Private Medical Medium
15 PAK Master in Data 10 years Director Semi Gov. Industrial Medium
16 KSA PhD in Quality 33 years Consultant All sectors Consultation Varies
17 SYR Bachelor in MIS 8 years Director Private Banking Giant
18 KSA Master in IT 6 years Director Private Telecom Giant
19 KSA Master in MBA 9 years Director Private Transport Small
20 USA Bachelor in Bus. 30 years Consultant Private Consultation Varies

3.2. Data Collection

The in-depth interviews included exploratory general questions about organizational culture values that
participants consider to be important when adopting BPM and how these organizational cultural values influence
BPM adoption in Saudi Arabian organisation. The interview questions were validated in the first two interviews as
they elicited ideas related to organizational cultural values and BPM adoption. Each interview lasted approximately
one hour. Nineteen of the interviews were conducted face-to-face while one was conducted via a video call. Each
interview was recorded with the participant’s permission and transcribed immediately by a professional agency. The
transcript was reviewed by the author to ensure its accuracy.

3.3. Data Analysis

Data analysis commenced after the first interview to ensure reaching theoretical saturation [55]. As no new
information emerged in the final three interviews, data saturation was deemed to have been reached. According to
Pope, Ziebland [56], there are three techniques for qualitative data analysis; thematic analysis, grounded theory and
the framework approach. Thematic analysis is employed because it is appropriate for exploratory research [56].
Transcripts were examined and coded using NVivo software. Although, there are no common rules for analyzing
data, all guidelines aim to classify sections of the text into specific categories [57]. According to Elo and Kyngäs
[57], the analysis of interviews usually goes through three general phases namely preparation phase, organizing
phase and reporting phase. The author examined the data by grouping the data into pre-determined themes (i.e.
organizational culture values identified in related work); then study relationships between themes and BPM
adoption. The research stages are illustrated in Figure 1.

Fig. 1. Research Stages

4. Empirical Findings

Based on examining the data into pre-determined themes, relationships between themes and BPM adoption are
identified. Six organizational culture values found to be influencing BPM adoption positively in Saudi Arabian
organizations. These values are Commitment, Continuous improvement, Cross-functional teamwork, Customer
centricity, Innovation and Process ownership and are discussed in details in following sub-sections.
668 Naif Aljlayel et al. / Procedia Computer Science 234 (2024) 663–673
6 Naif Aljlayel / Procedia Computer Science 00 (2023) 000–000

4.1. Commitment and BPM Adoption

Commitment is the supportive and proactive behavior toward BPM adoption. Commitment is an important value
for BPM adoption. So, “If you want to start Business Process Management make sure that there is a top
management commitment to you” (P7). Commitment is needed “from the process owner, and the leader and the
people working with the process owner, from the strategy people … from the internal audit. We need commitment
from many different parties” (P8). “Adoption without involvement from: A) buy-in from top management and B)
buy-in from key critical people in the organization at the different levels, is not going to succeed if both are not in
place” (P20).
According to Willaert, Van den Bergh [45] top management need to be committed to drive the organization to be
process orientated. Hernaus, Vuksic [58] also suggest that management commitment to BPM is a prerequisite for
BPM adoption success. Moreover, commitment to process management and improvement is an important aspect of
BPM culture that drives BPM adoption for success [4]. Indeed, encouraging proactive behavior is crucial to enhance
process orientation [45]. Commitment leads organizations to achieve superior outcomes [59].
In summary, these findings support that commitment is a key value that enhance BPM adoption. Thus, it appears
that:
Proposition 1: Commitment positively influences BPM adoption in Saudi Arabia.

4.2. Continuous improvement and BPM Adoption

Continuous improvement means to constantly strive to manage and improve your business processes. It is an
“enhancement of the original process that was developed earlier” (P18). Continuous improvement is an essential
value for BPM adoption as “you need always to update the process description and definition … So, it's a
continuous cycle” (P5). “If that [Continuous improvement] is not happening, then the rest of it [BPM] is a waste of
time. By our own process definitions, it's a waste. It's non-value adding” (P4). Continuous improvement “should be
helpful because each year will have many factors change in the organization. Even people change, even technology,
even the environment, even the best practice” (P19).
According to Hammer [1], process needs continues improvement to create value for customers and to enhance
BPM practice. Continuous improvement assists organizations in delivering products and services at a high standard
of quality [26] and improves the relationship with customers [49]. Continuous improvement and measurement of the
process, based on customers’ feedback, increase BPM adoption and assists organizations in achieving effectiveness
[26].
In summary, these findings show that continuous improvement is a key value that enhances BPM adoption. Thus,
it appears that:
Proposition 2: Continuous improvement positively influences BPM adoption in Saudi Arabia.

4.3. Cross-functional teamwork and BPM Adoption

Cross-functional teamwork means the cross-functional collaboration between different departments within an
organization based on business process flow. Cross-functional teamwork is a vital value for BPM adoption. “The
only way to really achieve that - [BPM adoption] - is to go via cross-functional teams” (P20). BPM practice is “all
about creating cross-functional teams, either its process or the BPM practice itself; it's a cross-functional thing”
(P15). “I would definitely say that teamwork would help a lot in adopting BPM” (P5).
BPM emphasizes on a strong interaction between various functions within organizations to achieve the best
performance as most of organizational activities are cross-functional processes that need cross-functional
collaborations [26]. In contrast, the functional hierarchy builds barriers between different departments within
organizations and contradicts with the nature of organizational activities [26]. Cross-functional teamwork fosters
better decisions and overall output [59]. Therefore, cross-functional teamwork is a vital value for achieving
customer satisfaction and for enhancing BPM adoption [26]. According to Pritchard and Armistead [49] better
cross-functional work increases BPM adoption. Indeed, encouraging cross sectional collaboration is crucial to
enhance process orientation [45].
Naif Aljlayel et al. / Procedia Computer Science 234 (2024) 663–673 669
Author name / Procedia Computer Science 00 (2023) 000–000 7

In summary, these findings point out that cross-functional teamwork is a key value that influences BPM adoption
positively. Thus, it appears that:
Proposition 3: Cross-functional teamwork positively influences BPM adoption in Saudi Arabia.

4.4. Customer Centricity and BPM Adoption

Customer centricity is to the consideration of customers when designing and improving business processes.
Customer centricity is an important value for BPM adoption. “I think the process view is all about understanding
how we deliver on our value proposition. I'll call that being ‘Customer centric’ if you like”. (P4). Customer is “one
of the major objectives of going process centric” (P15). “Let’s be realistic, we exist to serve citizens which are our
customers, so my main obligation is to satisfy customer. Anything affects our customer negatively; we must improve
it” (P1). “A major driver [of BPM] is, definitely, the customer and the change in customer requirements” (P5).
Customers play a vital role in evaluating the quality of services and products [49]. Therefore, creating value for
customers is essential in BPM practice [1]. BPM introduces a flexible work style that assists organizations to focus
on customers’ needs [49]. According to Zairi [26] BPM practice encourages the focus on customers by linking
processes in a horizontal way. Hammer [1] added that process needs continuous management and improvements
based on customer expectations, as redesigning processes based on customers’ needs decreases significantly the
time available for fulfilling the process [46]. Therefore, customer centricity needs to appear in the organizational
values for organizations to adopt BPM successfully and to be more process oriented [45].
In summary, these findings suggest that customer centricity is a key value that influences BPM adoption
positively. Thus, it appears that:
Proposition 4: Customer centricity positively influences BPM adoption in Saudi Arabia.

4.5. Innovation and BPM Adoption

Innovation means implementing the breakthrough ideas and creative thinking in designing and improving
Business processes. Innovation is an important value for BPM adoption. “Considering innovation ideas helps
organization to adopt business process” (P2) and “As innovative and easy the process is developed as to enhance
the implementation and adoption of that process” (P18). Innovation “helps actually to engage in business process
management and lead to adoption” (P7).
Stimulating creativity and innovation for continuous process improvement increase BPM adoption in
organizations [26].
In summary, these findings show that innovation is a key value that enhances BPM adoption. Thus, it appears
that:
Proposition 5: Innovation positively influences BPM adoption in Saudi Arabia.

4.6. Process Ownership and BPM Adoption

Process ownership means empowering and assigning accountable person for each business process. Process
ownership is an essential value for BPM adoption. “The most important aspect of process management is the
ownership,” (P13). “It’s a waste of time in order to improve a process without assigning a real process owner to
that process”. (P10). “Sitting roles and responsibility for each step enhance your adoption of BPM” (P2).
Assigning role and responsibilities for BPM activities enhance the efficiency and quality of BPM initiatives, are
vital for BPM adoption success [58] and leads to better performance outcomes [58]. According to Rosemann, De
Bruin [60], assigning accountability is vital for a positive outcome of BPM.
In summary, these findings support that Process ownership is a key value that enhance BPM adoption. Thus, it
appears that:
Proposition 6: Process ownership positively influences BPM adoption in Saudi Arabia.

Based on the findings that supported by literature, a conceptual model is developed as shown in Figure 2.
670 Naif Aljlayel et al. / Procedia Computer Science 234 (2024) 663–673
8 Naif Aljlayel / Procedia Computer Science 00 (2023) 000–000

Fig. 2. Developed Conceptual Model

5. Discussion

As a result of the empirical findings and enfolding literature, six organizational culture values have been
identified and found to have positive impact on BPM adoption in Saudi Arabian organizations. These values are
Commitment, Continuous improvement, Cross-functional teamwork, Customer centricity, Innovation and Process
ownership. These six values are similar to the culture values of CERT framework by Schmiedel, vom Brocke [21]
and BPM values proposed by vom Brocke and Schmiedel [22]. However, Commitment, Continuous improvement,
Innovation, Process ownership found to be standalones values while in CERT framework they are sub-values of
Excellence (Continuous improvement and Innovation) and Responsibility (Accountability and Commitment). While
there are values depicted in this empirical study and in CERT framework such as commitment, it was not clearly
depicted in BPM values proposed by vom Brocke and Schmiedel [22]. In contrast, values such as: Leanness and
Quality appeared in BPM values while not appeared in this study or in CERT Framework. This suggests that values’
importance is vary in different contexts. Table 2 shows the comparison between values identified in this study and
between the CERT framework and BPM values proposed by vom Brocke and Schmiedel [22].
Table 2 BPM cultural values comparison

This study CERT Framework [21] BPM values [22]


V1: Commitment V1A: Responsibility (A: Commitment) -
V2: Continuous improvement V2A: Excellence (A: Continuous improvement) V1: Continuous improvement
V3: Cross functional teamwork V3: Teamwork V2: Cross-functional orientation
V4: Customer centricity V4: Customer orientation V3: Customer orientation
V5: Innovation V2B: Excellence (B: Innovation) V4: Innovation
V6: Process ownership V1A: Responsibility (A: Accountability) V5: Responsibility
- - V6: Leanness, V7: Quality

6. Conclusion

BPM adoption needs dedication, resources and time and influenced by organizational cultural values. This
empirical research provides evidence of the positive influence of organizational culture values on BPM adoption in
Saudi Arabian organizations by holding twenty in depth interviews. Commitment, Continuous improvement, Cross-
functional teamwork, Customer centricity, Innovation and Process ownership are key organizational culture values
influencing BPM adoption positively in Saudi Arabia which answer research questions “What are the important
organizational culture values in BPM adoption in Saudi Arabia?” and “How do these organizational culture values
influence BPM adoption in Saudi Arabia?”. Notably, Commitment, Continuous improvement, Innovation and
Process ownership are important standalone values influencing BPM adoption in Saudi Arabian organizations while
they are sub-values of Excellence and Responsibility in CERT Framework. Future studies might confirm or extend
this study by empirically testing the proposed propositions using a quantitative approach to seek generalization. The
model may also be applied in different contexts to ensure its applicability. This study contributes to theory by
developing a conceptual model to depict the role of organizational culture in BPM adoption. It also increases
awareness among practitioners of the importance of organizational culture when adopting BPM.
Naif Aljlayel et al. / Procedia Computer Science 234 (2024) 663–673 671
Author name / Procedia Computer Science 00 (2023) 000–000 9

References

[1] Hammer M. (2015) “What is business process management?” In: vom Brocke J, Rosemann M, editors.
Handbook on Business Process Management 1. International Handbooks on Information Systems. Second ed.
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