Culture in business process management: a literature review

Abstract

PurposeBusiness process management (BPM) is a management approach that developed with a strong focus on the adoption of information technology (IT). However, there is a growing awareness that BPM requires a holistic organizational perspective especially since culture is often considered a key element in BPM practice. Therefore, the purpose of this paper is to provide an overview of existing research on culture in BPM.Design/methodology/approachThis literature review builds on major sources of the BPM community including the BPM Journal, the BPM Conference and central journal/conference databases. Forward and backward searches additionally deepen the analysis. Based on the results, a model of culture's role in BPM is developed.FindingsThe results of the literature review provide evidence that culture is still a widely under‐researched topic in BPM. Furthermore, a framework on culture's role in BPM is developed and areas for future research are revealed.Research limitations/implicationsThe analysis focuses on the concepts of BPM and culture. Thus, results do not include findings regarding related concepts such as business process reengineering or change management.Practical implicationsThe framework provides an orientation for managerial practice. It helps identify dimensions of possible conflicts based on cultural aspects. It thus aims at raising awareness regarding potentially neglected cultural factors.Originality/valueAlthough culture has been recognized in both theory and practice as an important aspect of BPM, researchers have not systematically engaged with the specifics of the culture phenomenon in BPM. This literature review provides a frame of reference that serves as a basis for future research regarding culture's role in BPM.