Abstract
This chapter discusses the role of the organizational context in the use of a workflow system. It argues there are organizational factors such as structure, power, people, technology and culture, that constrain and enable the use of workflow systems. The author hopes that, by presenting a case study of a Portuguese organization, which implemented and used a workflow system, it will help to identify those organizational factors, which could affect implementation, and to understand how they can influence the success, or failure, of such a system. Finally, the results will contribute to a better management of the process of change.
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