Business process management and IT management: The missing integration |
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| Institution: | 1. Technical University of Denmark, Department of Management Engineering, Produktionstorvet, Building 426, Room 130, 2800 Kgs. Lyngby, Denmark;2. Aalborg University, Center for Industrial Production, Fibigerstræde 10, Room: 1-07, 9220 Aalborg, Denmark;3. Technical University of Denmark, Department of Management Engineering, Produktionstorvet, Building 426, Room 051, 2800 Kgs. Lyngby, Denmark;1. School of Business, Yonsei University 50 Yonsei-ro, Seodaemun-gu, Seoul 120-749, South Korea;2. Jon M. Huntsman School of Business, Utah State University, 3515 Old Main Hill, Logan, UT 84322-3515, USA;1. Information Systems Department, Autonomous University of Aguascalientes, Ave. Universidad 940, Aguascalientes, Ags 20131, Mexico;2. School of Computing, Dublin City University, Glasnevin, Dublin 9, Ireland;3. School of Management, Texas Woman’s University, 1215 Oakland St., Denton, TX 76201, USA;4. CCADET, Universidad Nacional Autónoma de México, Circuito Exterior S/N, C.P. 04510, Cd. Universitaria, México D.F., Mexico;1. School of Computing, Creative Technologies and Engineering, Leeds Beckett University, Leeds, UK;2. Independent Researcher, Southampton, UK;3. Data Analytics Technology & Applications, Institute for Information Industry, Taiwan, ROC;4. IBM Thomas J. Watson Research Center, Yorktown Heights, NY 10598, USA;1. Vrije Universiteit Amsterdam, The Netherlands;2. Eindhoven University of Technology, The Netherlands |
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| Abstract: | The importance of business processes and the centrality of IT to contemporary organizations’ performance calls for a specific focus on business process management and IT management. Despite the wide scope of business process management covering both business and IT domains, and the profound impact of IT on process innovations, the association between business process management and IT management is under-explored. Drawing on a literature analysis of the capabilities of business process and IT governance frameworks and findings from a case study, we propose the need for horizontal integration between the two management functions to enable strategic and operational business—IT alignment. We further argue that the role of IT in an organization influences the direction of integration between the two functions and thus the choice of integration mechanisms. Using case study findings, we propose that IT as a business enabler respectively calls for sequential and reciprocal integrations at strategic and operational planning levels. Drawing on logical reasoning, we suggest that IT as a strategic driver necessitates reciprocal integration at both levels. |
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| Keywords: | Alignment IT governance Business process governance Business process management Information technology management |
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