Dissertação
Business Process Management: estudo dos gatilhos organizacionais que motivam a implementação de sua prática e metodologia
Date
2021-03-31Author
Karina de Jesus Pinto Aganette
Institutions
Abstract
The survival of a company subjected to an environment of intense changes is directly bound to
its flexibility for learning and adapting before the market’s demands. To guarantee market
stability, the management of institutions is increasingly guided towards and aligned to process
management, which organizes both its work strategy and structure regarding the procedures of
the executed business. Despite being widely adopted, the implementing of projects of BPM
(Business Process Management) nature does not guarantee the enlightenment or resolution of
all organizational problems, nor does it achieve the coveted clients’ needs and satisfaction. The
literature points to diverse factors that permeate BPM projects and directly interfere in its
success and value perception. One of the main causes is related to the purposes of institutions
that invest in a BPM project. Therefore, our main objective is to identify and analyze, from a
systematic literature review (SLR), studies that address and underline “organizational triggers”
that induce the implementation of BPM practices. From this conception and seeking to provide
new perspectives on process management, as well as its respective implementation projects, we
aim to answer the following question: Which organizational triggers lead managers to opt for
implementing BPM practices? Characterized as a basic research of a qualitative exploratory
approach, the methodology for this study was based on a systematic literature review with pre defined criteria. It was structured following three stages: (1) review planning; (2) application
of review protocol; and (3) synthesis and analysis of studies to identify categories of
organizational triggers that led to implementing BPM practices in the selected studies. As a
result of the literature review, 21 published papers were selected for data analysis and
summarizing. Based on the SLR and on the literature on activation triggers, change triggers and
absorptive capacity, it was possible to formulate ten categories of organizational triggers that
lead to the implementation of BPM practices. Processes automation and automatization were
the most recurring organizational triggers within the analyzed sample, which makes it possible
to point them as consequence of both technological advances and online market expansion.