Process innovation in the EU public sector through the lens of BPM ambidexterity
- Author
- Tomasz Helbin (UGent) and Amy Van Looy (UGent)
- Organization
- Abstract
- Public sector organizations need to innovate their processes incrementally and radically to face political challenges. BPM ambidexterity, which is defined as the simultaneous pursuit of incremental and radical process innovation, provides a relevant lens to analyze this. Since there are only a few studies on ambidexterity in the public sector, we have conducted an embedded case study at an EU institution. We confirm that process characteristics, and the resulting culture and structure are critical enablers for the success of BPM initiatives. Departments with more mature practices for process optimization also turn out to be more open to radical process change. Moreover, temporal ambidexterity is the most common strategy to resolve the tension between incremental and radical innovation, while departments with a higher process orientation also show preference for contextual ambidexterity. We end with public sector guidelines on how to develop organizational capabilities in incremental and radical process innovation.
- Keywords
- Process Management, Organizational Ambidexterity, Public Sector, Innovation, BUSINESS PROCESS, PROCESS MANAGEMENT, ORGANIZATIONAL AMBIDEXTERITY, EXPLOITATION, EXPLORATION
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Citation
Please use this url to cite or link to this publication: http://hdl.handle.net/1854/LU-8735554
- MLA
- Helbin, Tomasz, and Amy Van Looy. “Process Innovation in the EU Public Sector through the Lens of BPM Ambidexterity.” Business Process Management Workshops, BPM 2021 International Workshops, Revised Selected Papers, edited by Andrea Marrella and Barbara Weber, vol. 436, Springer, 2022, pp. 141–52, doi:10.1007/978-3-030-94343-1_11.
- APA
- Helbin, T., & Van Looy, A. (2022). Process innovation in the EU public sector through the lens of BPM ambidexterity. In A. Marrella & B. Weber (Eds.), Business Process Management Workshops, BPM 2021 International Workshops, Revised Selected Papers (Vol. 436, pp. 141–152). https://doi.org/10.1007/978-3-030-94343-1_11
- Chicago author-date
- Helbin, Tomasz, and Amy Van Looy. 2022. “Process Innovation in the EU Public Sector through the Lens of BPM Ambidexterity.” In Business Process Management Workshops, BPM 2021 International Workshops, Revised Selected Papers, edited by Andrea Marrella and Barbara Weber, 436:141–52. Springer. https://doi.org/10.1007/978-3-030-94343-1_11.
- Chicago author-date (all authors)
- Helbin, Tomasz, and Amy Van Looy. 2022. “Process Innovation in the EU Public Sector through the Lens of BPM Ambidexterity.” In Business Process Management Workshops, BPM 2021 International Workshops, Revised Selected Papers, ed by. Andrea Marrella and Barbara Weber, 436:141–152. Springer. doi:10.1007/978-3-030-94343-1_11.
- Vancouver
- 1.Helbin T, Van Looy A. Process innovation in the EU public sector through the lens of BPM ambidexterity. In: Marrella A, Weber B, editors. Business Process Management Workshops, BPM 2021 International Workshops, Revised Selected Papers. Springer; 2022. p. 141–52.
- IEEE
- [1]T. Helbin and A. Van Looy, “Process innovation in the EU public sector through the lens of BPM ambidexterity,” in Business Process Management Workshops, BPM 2021 International Workshops, Revised Selected Papers, Rome, Italy, 2022, vol. 436, pp. 141–152.
@inproceedings{8735554,
abstract = {{Public sector organizations need to innovate their processes incrementally and radically to face political challenges. BPM ambidexterity, which is defined as the simultaneous pursuit of incremental and radical process innovation, provides a relevant lens to analyze this. Since there are only a few studies on ambidexterity in the public sector, we have conducted an embedded case study at an EU institution. We confirm that process characteristics, and the resulting culture and structure are critical enablers for the success of BPM initiatives. Departments with more mature practices for process optimization also turn out to be more open to radical process change. Moreover, temporal ambidexterity is the most common strategy to resolve the tension between incremental and radical innovation, while departments with a higher process orientation also show preference for contextual ambidexterity. We end with public sector guidelines on how to develop organizational capabilities in incremental and radical process innovation.}},
author = {{Helbin, Tomasz and Van Looy, Amy}},
booktitle = {{Business Process Management Workshops, BPM 2021 International Workshops, Revised Selected Papers}},
editor = {{Marrella, Andrea and Weber, Barbara}},
isbn = {{9783030943424}},
issn = {{1865-1348}},
keywords = {{Process Management,Organizational Ambidexterity,Public Sector,Innovation,BUSINESS PROCESS,PROCESS MANAGEMENT,ORGANIZATIONAL AMBIDEXTERITY,EXPLOITATION,EXPLORATION}},
language = {{eng}},
location = {{Rome, Italy}},
pages = {{141--152}},
publisher = {{Springer}},
title = {{Process innovation in the EU public sector through the lens of BPM ambidexterity}},
url = {{http://doi.org/10.1007/978-3-030-94343-1_11}},
volume = {{436}},
year = {{2022}},
}
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