Business Process Management: estudo dos gatilhos organizacionais que motivam a implementação de sua prática e metodologia

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.