Does IT matter for business process maturity? a comparative study on business process maturity models

Authors:
Amy Van Looy
Affiliations:
University College Ghent, Department of Management & Informatics, Ghent, Belgium and Ghent University, Department of Management Information Science & Operations Management, Ghent, Belgium
Venue:
OTM'10 Proceedings of the 2010 international conference on On the move to meaningful internet systems
Year:
2010

Citing 5
Cited 0

Business Process Orientation: Gaining the E-Business Competitive Advantage

Business Process Orientation: Gaining the E-Business Competitive Advantage
It Doesn't Matter--Business Processes Do: A Critical Analysis of Nicholas Carr 'S I. T. Article in the Harvard Business Review

It Doesn't Matter--Business Processes Do: A Critical Analysis of Nicholas Carr 'S I. T. Article in the Harvard Business Review
Business Process Management: The Third Wave

Business Process Management: The Third Wave
Case Study and Maturity Model for Business Process Management Implementation

BPM '09 Proceedings of the 7th International Conference on Business Process Management
The process-oriented organisation: a holistic view developing a framework for business process orientation maturity

BPM'07 Proceedings of the 5th international conference on Business process management

Quantified Score

Hi-index	0.00

Visualization

Abstract

This article recalls the business process discussion between Carr, who stated that IT does not matter, and Smith and Finger, who proclaimed the opposite. In the end, both visions agreed that IT (or process deployment) counts, but must follow the business strategy (or process modeling). The present study broadens the discussion towards business process maturity, which is a more recent perspective within the literature on business processes. Various authors have proposed a maturity model to guide organizations on their journey to process excellence. However, to what extent do they rely on IT? A twofold approach is adopted, which starts by giving an overview of the academic and non-academic process maturity models. Afterwards, the components within each model are discussed to verify the impact of IT. This comparison suggests that IT-neutral models allow organizations to deal with organization-specific characteristics. IT does not matter after all, but it enables process maturity.