Business Process Management Journal, Volume 21, Issue 1, January 2015.
Purpose This paper focuses on how entrepreneurs anticipate and change their company's business process management after developing a radical innovation. The paper is based on a critical approach to business process modelling (BPM) that posits that—in spite of all the claims, guides, and tools that companies employ to help them modelise their processes—business processes are developed and improved (or at least changed) by individuals who negotiate, anticipate, and compromise to make these changes occur. Thus, BPM is more a matter of “bricolage” (Levi-Strauss) than an established and defined plan. Based on this position, our paper analyses how a business process model emerges in the early phases of a high tech new venture when the entrepreneur lacks a valid template to form a conceptual representation of the firm’s business processes. Design/methodology/approach We adopt a perspective based on the concept of bricolage. By analysing and comparing the discourse of 40 entrepreneurs—20 involved in an activity based on a radical innovation and 20 involved in an activity based on a more incremental concept—we are able to answer the two research questions. Findings Entrepreneurs who develop a new activity based on any radical or incremental innovation generally base the BPM of their company and the evolution of this process on existing models. However, BPM generally differs based on the nature of the innovation. Thus, entrepreneurs who develop a new activity based on a radical innovation do not design a single BPM for their company but a portfolio of BPMs. The process by which such entrepreneurs develop such a portfolio is mainly conducted in a step-by-step and iterative approach that utilises “whatever is at hand” (Levi Strauss, 1966). Originality/value First, this study extends existing methods for and approaches to considering BPM. Second, this research partly answers the call for integration among different theoretical backgrounds and approaches that consider BPM.
Purpose This paper focuses on how entrepreneurs anticipate and change their company's business process management after developing a radical innovation. The paper is based on a critical approach to business process modelling (BPM) that posits that—in spite of all the claims, guides, and tools that companies employ to help them modelise their processes—business processes are developed and improved (or at least changed) by individuals who negotiate, anticipate, and compromise to make these changes occur. Thus, BPM is more a matter of “bricolage” (Levi-Strauss) than an established and defined plan. Based on this position, our paper analyses how a business process model emerges in the early phases of a high tech new venture when the entrepreneur lacks a valid template to form a conceptual representation of the firm’s business processes. Design/methodology/approach We adopt a perspective based on the concept of bricolage. By analysing and comparing the discourse of 40 entrepreneurs—20 involved in an activity based on a radical innovation and 20 involved in an activity based on a more incremental concept—we are able to answer the two research questions. Findings Entrepreneurs who develop a new activity based on any radical or incremental innovation generally base the BPM of their company and the evolution of this process on existing models. However, BPM generally differs based on the nature of the innovation. Thus, entrepreneurs who develop a new activity based on a radical innovation do not design a single BPM for their company but a portfolio of BPMs. The process by which such entrepreneurs develop such a portfolio is mainly conducted in a step-by-step and iterative approach that utilises “whatever is at hand” (Levi Strauss, 1966). Originality/value First, this study extends existing methods for and approaches to considering BPM. Second, this research partly answers the call for integration among different theoretical backgrounds and approaches that consider BPM.
