Abstract
Business Process Management (BPM) projects have found in recent years wide-spread acceptance within organizations, usually with the overall objective of integrating organizational processes with Information Technology (IT). However, BPM can be seen as pursuing two apparently contradictory goals: on the one hand, it supports the formalization of organizational practices and routines by means of Business Process Models. On the other hand, BPM projects also intend to ensure the organizational flexibility - i.e. the ability to respond to new and unexpected situations. This paper discusses this theoretical opposition by means of an interpretative case study in a largescale manufacturing company of the chemical sector. The analysis draws on theories of Science and Technology Studies (STS), particularly on the Actor-Network-Theory, in order to unveil the sociotechnical complexity involved BPM projects, as well as to discuss the flexibility in BPM as a multidimensional concept.
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