How do digital startups manage their activities? Insights and opportunities for business process management

Mahendrawathi Er (), Natasha Ratna Puspita Mulyono (), Ivan Althirafi Rentio () and Ika Nurkasanah ()
Additional contact information
Mahendrawathi Er: Institut Teknologi Sepuluh Nopember
Ika Nurkasanah: Institut Teknologi Sepuluh Nopember

Information Systems and e-Business Management, 2024, vol. 22, issue 3, No 6, 557-598

Abstract: Abstract Business process management (BPM) aims to help organizations manage their business processes. Startups differ from established firms as they go through different phases of prospecting, developing, and exploiting the new venture. Startups begin to focus on the organization of their processes after they reach the exploiting (scale-up) phase. Digital startups are unique as information technology (IT) becomes the business model itself. These unique characteristics raise a question: how do digital startups at the scale-up phase manage their business processes? To answer the question, two case studies on digital startups in logistics providers are conducted. The case studies are designed to be inductive in nature. Grounded Theory Method (GTM) is used for data collection and analysis. Data is collected via interviews and supporting documents. The BPM capability provides the basis to create guiding questions for the interviews. The interview results are analyzed with a grounded theory approach of open, theoretical, and selective coding. To derive a new theory, cross-case analyses are conducted. Findings from two digital startups allow us to identify important categories that play a role in how digital startups manage their activities: industry and stakeholders, digital offerings, organic structure, process management, performance measurement, employee training and culture. We further theorize that the competitive nature of startups makes them customer-centric and focus on agility. Digital startups continuously improve their product and conduct adaptive process experimentation involving a cycle of process identification, IT-based process implementation and process adaptation. The supporting capabilities that enable the process management of digital startups are agile people and culture and organic structure.

Keywords: Digital startups; Digital entrepreneurship; Capability; Business process; Business process management (search for similar items in EconPapers)
Date: 2024
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
http://link.springer.com/10.1007/s10257-024-00683-1 Abstract (text/html)
Access to the full text of the articles in this series is restricted.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:infsem:v:22:y:2024:i:3:d:10.1007_s10257-024-00683-1

Ordering information: This journal article can be ordered from
http://www.springer. ... ystems/journal/10257

DOI: 10.1007/s10257-024-00683-1

Access Statistics for this article

Information Systems and e-Business Management is currently edited by Jörg Becker and Michael J. Shaw

More articles in Information Systems and e-Business Management from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().