Business Process Management as a Determinant of Change in the Organisational Culture of Enterprises

Abstract

Purpose: This study aims to determine the relationship between BPM and the organizational culture of enterprises. Design/Methodology/Approach: Business Process Management (BPM) is a series of interrelated activities that force companies to face specific contemporary challenges, i.e., competence, technology, and organizational, social, and environmental challenges. BPM assumptions bring opportunities to build new competitive advantages, create new areas of activity, and find new types of business benefits, but it also raises doubts and questions. The study assumes that mistakes made when implementing this concept result in enterprises' mismatched organizational culture. The empirical research was conducted in the SME sector. Findings: The research results indicate the importance of building an open organizational culture, as its creation will enable the creation of systems based on breakthrough relationships between an open organizational culture and BPM, which is necessary to create modern business model standards. Practical Implications: Signalling the role of culture in processes supporting BPM. Based on the conclusions drawn, it can be recommended that when implementing BPM assumptions, organizational culture should match the characteristics/values relating to this concept's assumptions, also requiring from employees and other involved parties an understanding of such culture. Otherwise, there is a risk that instead of BPM, the achieved result will be precisely the opposite of the intended one. Originality/Value: A theoretical and empirical study based on a literature review linking BPM with enterprises' organizational culture and the author's research. The paper attempts to define organizational culture as a form of support for implementing the BPM concept in enterprises.