How high-tech entrepreneurs bricole the evolution of business process management for their activities

Severine Le Loarne () and Adnane Maalaoui ()
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Severine Le Loarne: MTS - Management Technologique et Strategique - EESC-GEM Grenoble Ecole de Management
Adnane Maalaoui: ESG Paris – School of Business

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Abstract: 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.

Keywords: Entrepreneurship; Business Process Modelling; Strategy as Practice; Bricolage; Discourse Analysis (search for similar items in EconPapers)
Date: 2015
New Economics Papers: this item is included in nep-cse, nep-ent, nep-ino, nep-ppm and nep-sbm
Note: View the original document on HAL open archive server: https://hal.science/hal-01107743
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Citations: View citations in EconPapers (5)

Published in Business Process Management Journal, 2015, 21 (1), pp.152 - 171. ⟨10.1108/BPMJ-03-2014-0024⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01107743

DOI: 10.1108/BPMJ-03-2014-0024

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