Qualitative research in information systems
MIS Quarterly
Workflow Automation: Overview and Research Issues
Information Systems Frontiers
Directions in E-Government: Processes, Portals, Knowledge
DEXA '01 Proceedings of the 12th International Workshop on Database and Expert Systems Applications
Deliberate Learning and the Evolution of Dynamic Capabilities
Organization Science
Understanding Business Process Change Failure: An Actor-Network Perspective
Journal of Management Information Systems
The Journal of Strategic Information Systems
Democratizing Process Innovation? On Citizen Involvement in Public Sector BPM
EGOV '09 Proceedings of the 8th International Conference on Electronic Government
E-government field force automation: promises, challenges, and stakeholders
EGOV'07 Proceedings of the 6th international conference on Electronic Government
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Business Process Management (BPM) can be viewed as a set of techniques to integrate, build, and reconfigure an organization's business processes for the purpose achieving a fit with the market environment. While business processes are rather stable in low-dynamic markets, the frequency, quality, and importance of process change amplifies with an increase in environmental dynamics. We show that existing designs of public sector BPM might not be able to cope with the mounting frequency and quality of business process change. Our qualitative in-depth case study of a local government suggests that a major cause for such misfit lies in ineffective organizational learning. We contribute to the literature by applying the Dynamic Capability framework to public sector BPM in order to better understand shifts in market dynamics and their consequences for BPM effectiveness. Practitioners find a proposal for identifying, understanding, and reacting to a BPM-misfit and for developing effective BPM strategies.