Literature agrees that corporate culture is decisive for the success of business process management (BPM). A BPM-supportive culture is characterized by several facets, but it has not been examined so far how pronounced the single bricks are in corporate practice and which organizational characteristics are beneficial or detrimental to the development of a process culture. This paper addresses this gap and analyzes survey data of Austrian firms. Especially teamwork, customer focus, and lived processes by the management exhibit high levels of maturity. Backlog demand exists in regard to the use of a common process language. Whereas a company's age seems to hamper the achievement of cultural process maturity, the relative amount of BPM staff and the years of active BPM engagement are beneficial.
['Doris Weitlaner']
Process Culture: Maturity, Drivers, and Barriers