Content area
Full Text
INTRODUCTION
The rapid progress of digital technologies (i.e. digitalization) affects organizations (Edmead, 2016; Van Veldhoven and Vanthienen, 2019). An organization that is prepared for digital development can benefit from several advantages. Productivity increase, quality of service, and more insights in the needs of customers are some examples. However, digitizing causes changes to the organization and its processes (Markovitch and Willmot, 2014). The management paradigm that is centered on the continuous review and improvement of organizational processes is Business Process Management (BPM). BPM Initiatives are not easy, as different studies reported failure rates of 60-80% of BPM projects (Trkman, 2010; Chen and Reyes, 2017). This represents a significant waste of organizational resources. Many organizations want to start BPM initiatives but do not know where to start and are afraid to get bogged down in operational details (Markovitch and Willmot, 2014). Although much research has been done into BPM success factors (e.g. Hernaus, Vuksic and Štemberger, 2016; Kohlbacher and Gruenwald, 2011; Ravesteyn and Batenburg, 2010; Trkman, 2010; Zelt, Recker, Schmiedel and Vom Brocke, 2019), the insights towards effective organizational change management activities required for successful BPM is minimal (Van Looy, 2015). A possible approach to gain success is to use a BPM maturity (BPMM) model which aims at giving organizations direction in improving process maturity (Tarhan, Turetken and Reijers, 2016; Van Looy, De Backer, Poels and Snoeck, 2013; Roeser and Kern, 2015). Where BPM is a management technique that focuses on managing the business processes of an organization (where business processes include all activities that are carried out to realize an output for a specific customer or market (Ravesteyn and Batenburg, 2010)), BPMM is a model that measures the maturity (or availability) of process management capabilities and variables to measure process performance (Ravesteyn and Batenburg, 2010). Digitization is an important predictor for process maturity, especially in Small and Medium Enterprises (Ongena and Ravesteyn, 2019) and similarly digital leadership plays an important role in digital transformation readiness (Ravesteijn and Ongena, 2019). In this study we address the relationship between these concepts and try to answer the following question: What is the relationship between BPM Maturity and Digital Leadership? If organizations start to digitize, chances are that processes will change. An organization must face several questions if they want...