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...ctives for understanding collaborative BPM, however, some potentially fruitful theory approaches yet appear to be under-developed. We consider important to investigate into BPM as dynamic capability (=-=Teece et al. 1997-=-, Eisenhardt & Martin 2000, Winter 2003). Here, collaboration can be viewed as a mean to secure the adaptiveness of business processes to a changing environment. Also, it appears fruitful to explain c...

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...nization in its BPM activities (Fisher 2004, Rosemann et al. 2006). Often, business processes are too narrowly defined – meaning: “ending” at the organizational boundaries –and relevant stakeholders (=-=Freeman 1984-=-) not included in BPM projects (Ahmad et al. 2007, Rosemann et al. 2006). According to research on BPM maturity, the effective collaboration with the (external) stakeholders of an organization (such a...

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...the development of business process-oriented management, it was recognized that BPM projects can only be effective if BPM teams are made up of people from both inside and outside of the organization (=-=Hammer & Champy 1993-=-). However, literature does not yet systematically provide theory, models, vocabulary, and frameworks (den Hengst & de Vreede 2004) to a sufficient extent in order to understand BPM collaboration (Fel...

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...s using non-contractual agreements is not fully covered by the literature. Here, the literature on open innovation which proposes that companies should use external knowledge to develop new products (=-=Chesbrough 2003-=-) could be helpful. However, this approach has not been transferred to BPM and processes so far. Hence, we propose the research question “How can companies make use of their external partners’ knowled...

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...nding collaborative BPM, however, some potentially fruitful theory approaches yet appear to be under-developed. We consider important to investigate into BPM as dynamic capability (Teece et al. 1997, =-=Eisenhardt & Martin 2000-=-, Winter 2003). Here, collaboration can be viewed as a mean to secure the adaptiveness of business processes to a changing environment. Also, it appears fruitful to explain collaborative BPM in view o...

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... Institute of Technology’s management research program that examined the role that IT would play in organizations in the 1990s (Peppard & Fitzgerald 1997). Early publications (Davenport & Short 1990, =-=Hammer 1990-=-) emphasized that BPR projects are radical, revolutionary, and a one-time undertaking (Hung 2006, Zairi & Sinclair 1995). While both BPR and TQM have in common the focus on improving organizational pr...

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...management, economics, and organization have fueled the study of organizational boundaries (Newell et al. 2001). Major drivers include, for instance, the increasing importance of global value chains (=-=Gereffi et al. 2005-=-, Sia et al. 2008) and production networks (Sturgeon 2002), of interconnected firms (Lavie 2006), collaboration dynamics (Chen et al. 2008, Katila & Mang 2003), outsourcing (Walsh & Deery 2006), and t...

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...d within a Massachusetts Institute of Technology’s management research program that examined the role that IT would play in organizations in the 1990s (Peppard & Fitzgerald 1997). Early publications (=-=Davenport & Short 1990-=-, Hammer 1990) emphasized that BPR projects are radical, revolutionary, and a one-time undertaking (Hung 2006, Zairi & Sinclair 1995). While both BPR and TQM have in common the focus on improving orga...

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...f organizational boundaries (Newell et al. 2001). Major drivers include, for instance, the increasing importance of global value chains (Gereffi et al. 2005, Sia et al. 2008) and production networks (=-=Sturgeon 2002-=-), of interconnected firms (Lavie 2006), collaboration dynamics (Chen et al. 2008, Katila & Mang 2003), outsourcing (Walsh & Deery 2006), and the increasing potential of information systems (Phelps 20...

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...lenge that still lies ahead for most firms. Here, we argue that in order to get a better hold of the phenomenon, we need further conceptual differentiation and introduce two theoretical “idealtypes” (=-=Weber 1949-=-) of collaborative BPM distinct in the degrees of collaboration: 1) Non-collaborative BPM associates with one or more single individuals that conduct non-coordinated efforts to reflect on and to alter...

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.... 2001). Major drivers include, for instance, the increasing importance of global value chains (Gereffi et al. 2005, Sia et al. 2008) and production networks (Sturgeon 2002), of interconnected firms (=-=Lavie 2006-=-), collaboration dynamics (Chen et al. 2008, Katila & Mang 2003), outsourcing (Walsh & Deery 2006), and the increasing potential of information systems (Phelps 2007). While the boundary phenomenon has...

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...al of information systems (Phelps 2007). While the boundary phenomenon has already been intensively studied on the level of the business processes as in supply chains or inter-organizational systems (=-=Ashkenas et al. 1995-=-), little research has yet systematically examined the implications of boundary-blurring business processes for Business Process Management (BPM). So far, research in BPM acknowledges that boundaries ...

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...mply, for instance, business process re-definition in the move of company mergers. The focus of BPM projects can range from purely organizational to more technical perspectives (Rosemann et al. 2006, =-=Stohr & Zhao 2001-=-), the latter especially in the course of information systems implementations (for an overview on the relationship between information systems and the innovation of business processes see Tarafdar & G...

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...ers include the increasing concern of global value chains (Gereffi et al. 2005, Sia et al. 2008) and production networks (Sturgeon 2002), of interconnected firms (Lavie 2006), collaboration dynamics (=-=Afuah 2001-=-, Katila & Mang 2003), outsourcing (Walsh & Deery 2006), and of developments in information systems (Phelps 2007). Reflecting such developments, Ashkenas et al. (1995) argue the model of the boundaryl...

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...paper, we therefore understand BPM as a set of recurring projects that aim at the continuous change of organizational procedures (for focus on change aspects see, for instance, Kettinger et al. 1997, =-=Lyytinen & Newman 2008-=-, Sarker et al. 2006). For that reason, BPM projects should be considered as being embedded in a relatively stable structural organizational setting and do not imply, for instance, business process re...

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...gdaleno et al. 2008). In both cases we grouped the articles to one single unit of analysis. In five articles we could not locate any collaboration partners (Blanc et al. 2007, Casati & Discenza 2000, =-=Liu & Shen 2003-=-, Ludwig & Whittingham 1999, Silvestro & Westley 2002) and in one article we could not find a collaboration scope (Silvestro & Westley 2002 ). In addition, two articles do not state the goal of the BP...

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...ent, at their core, organizational boundaries describe “the walls of an organization”, most commonly described as the realms of a formal structure, the firm (for a comprehensive theory discussion see =-=Santos & Eisenhardt 2005-=-). The concept has been studied for decades and is considered one of the most important concepts in organizational research (for instance, Aldrich 1971, Mosakowski 1991, Santos & Eisenhardt 2005). Gra...

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...s also suggested to include external partners in the process of BPM or BPR, we analyzed the literature for the following collaboration partners: 4) lawmakers (Abdul-Hadi & et al. 2005), 5) customers (=-=Hammer 2007-=-), 6) professional organizations (Balzarova et al. 2004), 7) suppliers (Rosemann et al. 2006, Wu 2002), 8) distributers (Rosemann et al. 2006), 9) software consultants (Akhavan et al. 2006), 10) BPM c...

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...1, Walsh & Deery 2006). Collaboration [Latin: com=together, laborare=to labor, to work] is a concept widely used in information systems (for instance, Bjorn & Ngwenyama 2009, Kumar & van Dissel 1996, =-=Majchrzak et al. 2005-=-, Munkvold 1999). Also, BPM maturity research indicates that BPM collaboration with actors from inside and especially from outside an organization’s boundaries will be a major challenge that still lie...

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...nd, on the level of business process management (build system level). On the work system level, businesses activities are executed and given organizational structures and procedures are utilized (see =-=Alter 2002-=-, Bergman et al. 2002, Lyytinen & Newman 2008, Mumford, 2003). These structures and procedures are designed by a (separate) build system, a system that commands a set of resources and enacts routines ...

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...rstand BPM as a set of recurring projects that aim at the continuous change of organizational procedures (for focus on change aspects see, for instance, Kettinger et al. 1997, Lyytinen & Newman 2008, =-=Sarker et al. 2006-=-). For that reason, BPM projects should be considered as being embedded in a relatively stable structural organizational setting and do not imply, for instance, business process re-definition in the m...

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...ions in the 1990s (Peppard & Fitzgerald 1997). Early publications (Davenport & Short 1990, Hammer 1990) emphasized that BPR projects are radical, revolutionary, and a one-time undertaking (Hung 2006, =-=Zairi & Sinclair 1995-=-). While both BPR and TQM have in common the focus on improving organizational processes, TQM on the other hand is considered a rather incremental, evolutionary approach aiming at continuous improveme...

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...r, most literature in business process research recognizes that both concepts have to be viewed as complementary integral parts of a process-oriented strategic management system (Corbitt et al. 2000, =-=Davenport 1993-=-, Hung 2006, Martinsons & Hempel 1998, Zairi & Sinclair 1995). For example, Kettinger et al. (1997, p. 56) argue on BPR that “[r]ather than a ‘quick fix’, BPR is increasingly recognized as a form of o...

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...collaboration (Feller et al. 2008, von Hippel 2001, Walsh & Deery 2006). Collaboration [Latin: com=together, laborare=to labor, to work] is a concept widely used in information systems (for instance, =-=Bjorn & Ngwenyama 2009-=-, Kumar & van Dissel 1996, Majchrzak et al. 2005, Munkvold 1999). Also, BPM maturity research indicates that BPM collaboration with actors from inside and especially from outside an organization’s bou...

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...enport & Short 1990). The task of managing collaboration in BPM becomes increasingly important. Managing BPM networks is an integral part of the maturization of an organization in its BPM activities (=-=Fisher 2004-=-, Rosemann et al. 2006). Often, business processes are too narrowly defined – meaning: “ending” at the organizational boundaries –and relevant stakeholders (Freeman 1984) not included in BPM projects ...

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...n organizations in the 1990s (Peppard & Fitzgerald 1997). Early publications (Davenport & Short 1990, Hammer 1990) emphasized that BPR projects are radical, revolutionary, and a one-time undertaking (=-=Hung 2006-=-, Zairi & Sinclair 1995). While both BPR and TQM have in common the focus on improving organizational processes, TQM on the other hand is considered a rather incremental, evolutionary approach aiming ...

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...asing importance of global value chains (Gereffi et al. 2005, Sia et al. 2008) and production networks (Sturgeon 2002), of interconnected firms (Lavie 2006), collaboration dynamics (Chen et al. 2008, =-=Katila & Mang 2003-=-), outsourcing (Walsh & Deery 2006), and the increasing potential of information systems (Phelps 2007). While the boundary phenomenon has already been intensively studied on the level of the business ...

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...evel of business process management (build system level). On the work system level, businesses activities are executed and given organizational structures and procedures are utilized (see Alter 2002, =-=Bergman et al. 2002-=-, Lyytinen & Newman 2008, Mumford, 2003). These structures and procedures are designed by a (separate) build system, a system that commands a set of resources and enacts routines to carry out the chan...

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...parate) build system, a system that commands a set of resources and enacts routines to carry out the change and addresses the issues of uncertainty, ambiguity, and complexity (Lyytinen & Newman 2008, =-=Lyytinen et al. 1996-=-). The differentiation between, first, the conduct of business processes (work system) and, second, the management of business processes (build system) opens up for a more detailed argument on organiz...

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...08). In both cases we grouped the articles to one single unit of analysis. In five articles we could not locate any collaboration partners (Blanc et al. 2007, Casati & Discenza 2000, Liu & Shen 2003, =-=Ludwig & Whittingham 1999-=-, Silvestro & Westley 2002) and in one article we could not find a collaboration scope (Silvestro & Westley 2002 ). In addition, two articles do not state the goal of the BPM/BPR effort (Bitici et al....

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...ess process research recognizes that both concepts have to be viewed as complementary integral parts of a process-oriented strategic management system (Corbitt et al. 2000, Davenport 1993, Hung 2006, =-=Martinsons & Hempel 1998-=-, Zairi & Sinclair 1995). For example, Kettinger et al. (1997, p. 56) argue on BPR that “[r]ather than a ‘quick fix’, BPR is increasingly recognized as a form of organizational change characterized by...

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... Rosemann et al. 2006). Often, business processes are too narrowly defined – meaning: “ending” at the organizational boundaries –and relevant stakeholders (Freeman 1984) not included in BPM projects (=-=Ahmad et al. 2007-=-, Rosemann et al. 2006). According to research on BPM maturity, the effective collaboration with the (external) stakeholders of an organization (such as customers, suppliers, or distributors) in its B...

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... comprehensive theory discussion see Santos & Eisenhardt 2005). The concept has been studied for decades and is considered one of the most important concepts in organizational research (for instance, =-=Aldrich 1971-=-, Mosakowski 1991, Santos & Eisenhardt 2005). Grand trends in management, economics, and organization have revitalized and fuelled the study of organizational boundaries (Newell et al. 2001). Drivers ...

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...r the following collaboration partners: 4) lawmakers (Abdul-Hadi & et al. 2005), 5) customers (Hammer 2007), 6) professional organizations (Balzarova et al. 2004), 7) suppliers (Rosemann et al. 2006, =-=Wu 2002-=-), 8) distributers (Rosemann et al. 2006), 9) software consultants (Akhavan et al. 2006), 10) BPM consultants (Abdul-Hadi et al. 2005, Akhavan et al. 2006, Rosemann et al. 2006), as well as 11) other ...

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... Collaboration [Latin: com=together, laborare=to labor, to work] is a concept widely used in information systems (for instance, Bjorn & Ngwenyama 2009, Kumar & van Dissel 1996, Majchrzak et al. 2005, =-=Munkvold 1999-=-). Also, BPM maturity research indicates that BPM collaboration with actors from inside and especially from outside an organization’s boundaries will be a major challenge that still lies ahead for mos...

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...TQM). On the one hand, the concept of BPR emerged within a Massachusetts Institute of Technology’s management research program that examined the role that IT would play in organizations in the 1990s (=-=Peppard & Fitzgerald 1997-=-). Early publications (Davenport & Short 1990, Hammer 1990) emphasized that BPR projects are radical, revolutionary, and a one-time undertaking (Hung 2006, Zairi & Sinclair 1995). While both BPR and T...

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...hains (Gereffi et al. 2005, Sia et al. 2008) and production networks (Sturgeon 2002), of interconnected firms (Lavie 2006), collaboration dynamics (Chen et al. 2008, Katila & Mang 2003), outsourcing (=-=Walsh & Deery 2006-=-), and the increasing potential of information systems (Phelps 2007). While the boundary phenomenon has already been intensively studied on the level of the business processes as in supply chains or i...

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...inclair 1995). However, most literature in business process research recognizes that both concepts have to be viewed as complementary integral parts of a process-oriented strategic management system (=-=Corbitt et al. 2000-=-, Davenport 1993, Hung 2006, Martinsons & Hempel 1998, Zairi & Sinclair 1995). For example, Kettinger et al. (1997, p. 56) argue on BPR that “[r]ather than a ‘quick fix’, BPR is increasingly recognize...

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...on increases the success and acceptance of BPM initiatives (Abdul-Hadi et al. 2005, Hammer & Champy 1993). These collaboration partners inside the organizational boundaries include 1) top management (=-=Bandara & Rosemann 2005-=-, Rosemann et al. 2006), 2) middle management and employees (Abdul-Hadi et al. 2005, Corbitt et al. 2000), and 3) technical specialists (Corbitt et al. 2000). However, as it is also suggested to inclu...

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...ed the articles to one single unit of analysis. In five articles we could not locate any collaboration partners (Blanc et al. 2007, Casati & Discenza 2000, Liu & Shen 2003, Ludwig & Whittingham 1999, =-=Silvestro & Westley 2002-=-) and in one article we could not find a collaboration scope (Silvestro & Westley 2002 ). In addition, two articles do not state the goal of the BPM/BPR effort (Bitici et al. 2003, Cloutier et al. 200...

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...005), 5) customers (Hammer 2007), 6) professional organizations (Balzarova et al. 2004), 7) suppliers (Rosemann et al. 2006, Wu 2002), 8) distributers (Rosemann et al. 2006), 9) software consultants (=-=Akhavan et al. 2006-=-), 10) BPM consultants (Abdul-Hadi et al. 2005, Akhavan et al. 2006, Rosemann et al. 2006), as well as 11) other companies (Wu 2002). B) Process. As for the process perspective on collaborative BPM, t...

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...ew.18th European Conference on Information Systems Page 2 of 13 1 INTRODUCTION Significant developments in management, economics, and organization have fueled the study of organizational boundaries (=-=Newell et al. 2001-=-). Major drivers include, for instance, the increasing importance of global value chains (Gereffi et al. 2005, Sia et al. 2008) and production networks (Sturgeon 2002), of interconnected firms (Lavie ...

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... argue the model of the boundaryless organization. Conceptually, an organization has external boundaries that separate it from actors outside of the organization, such as its suppliers and customers (=-=Staber 2004-=-), and internal boundaries that present demarcation of departments. In a boundaryless organization the goal is to develop greater flexibility and responsiveness to change and to enable the free exchan...

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... et al. 2005b and Magdaleno et al. 2007, Magdaleno et al. 2008). In both cases we grouped the articles to one single unit of analysis. In five articles we could not locate any collaboration partners (=-=Blanc et al. 2007-=-, Casati & Discenza 2000, Liu & Shen 2003, Ludwig & Whittingham 1999, Silvestro & Westley 2002) and in one article we could not find a collaboration scope (Silvestro & Westley 2002 ). In addition, two...

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...nerate a concept matrix. With the purpose of structuring the concepts, we organize them in the classical triad of dimensions out of political and organizational science: polity, politics, and policy (=-=Keman 1999-=-). In these terms polity means the existing framework of rules – the structure. Politics is the process where actors interact with each other in order to develop coalescence and to achieve consensus. ...

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...stem level). On the work system level, businesses activities are executed and given organizational structures and procedures are utilized (see Alter 2002, Bergman et al. 2002, Lyytinen & Newman 2008, =-=Mumford, 2003-=-). These structures and procedures are designed by a (separate) build system, a system that commands a set of resources and enacts routines to carry out the change and addresses the issues of uncertai...

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...geon 2002), of interconnected firms (Lavie 2006), collaboration dynamics (Chen et al. 2008, Katila & Mang 2003), outsourcing (Walsh & Deery 2006), and the increasing potential of information systems (=-=Phelps 2007-=-). While the boundary phenomenon has already been intensively studied on the level of the business processes as in supply chains or inter-organizational systems (Ashkenas et al. 1995), little research...

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...993). However, literature does not yet systematically provide theory, models, vocabulary, and frameworks (den Hengst & de Vreede 2004) to a sufficient extent in order to understand BPM collaboration (=-=Feller et al. 2008-=-, von Hippel 2001, Walsh & Deery 2006). Collaboration [Latin: com=together, laborare=to labor, to work] is a concept widely used in information systems (for instance, Bjorn & Ngwenyama 2009, Kumar & v...

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...nstance, the increasing importance of global value chains (Gereffi et al. 2005, Sia et al. 2008) and production networks (Sturgeon 2002), of interconnected firms (Lavie 2006), collaboration dynamics (=-=Chen et al. 2008-=-, Katila & Mang 2003), outsourcing (Walsh & Deery 2006), and the increasing potential of information systems (Phelps 2007). While the boundary phenomenon has already been intensively studied on the le...

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...d inter-organizationally, to adapt to evolving supply chain conditions.” Two other articles concentrate on the collaboration with third party logistics providers with existing contractual agreements (=-=Mortensen & Lemoine 2008-=-, Ying & Sang 2005). Only a minority of articles analyzes collaborative BPM inside integrated companies. However, none of the articles discusses collaboration in pure market conditions or in joint ven...

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...ration partners out of the BPM literature where it is widely accepted that a broad involvement of ‘people’ inside and outside the organization increases the success and acceptance of BPM initiatives (=-=Abdul-Hadi et al. 2005-=-, Hammer & Champy 1993). These collaboration partners inside the organizational boundaries include 1) top management (Bandara & Rosemann 2005, Rosemann et al. 2006), 2) middle management and employees...

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... theory discussion see Santos & Eisenhardt 2005). The concept has been studied for decades and is considered one of the most important concepts in organizational research (for instance, Aldrich 1971, =-=Mosakowski 1991-=-, Santos & Eisenhardt 2005). Grand trends in management, economics, and organization have revitalized and fuelled the study of organizational boundaries (Newell et al. 2001). Drivers include the incre...