| Abstract [eng] |
The main aim of this Master's thesis is to evaluate the influence of organizational culture on the success of Business Process Management (BPM) initiatives through a comprehensive literature review and a case study of Meta Group. The research explores how cultural dynamics - including leadership, employee-manager trust, and innovation-supportive climate - affect the implementation, adoption, and sustainability of BPM practices. The thesis is structured into several key parts: theoretical literature analysis, research methodology, empirical case study findings, conclusions and recommendations, and references. The literature analysis delves into core constructs such as authentic leadership, employee-manager trust, innovative work culture, and organizational innovation culture. It examines their theoretical linkages and practical implications for BPM success. The empirical research combines a detailed literature review with an in-depth case study of Meta Group, employing a qualitative methodology. Data collection included semi-structured interviews, document analysis, and organizational observations. Analysis was conducted using thematic coding aligned with the Gioia methodology. The findings revealed that cultural alignment significantly affects BPM outcomes - especially when authentic leadership and trust foster a psychologically safe, innovation-driven environment. Results showed that while formal BPM structures existed, cultural misalignment, informal structures, and weak documentation habits undermined their effectiveness. However, departments with strong innovation cultures, transparent leadership, and trust-based collaboration reported greater BPM success and sustainability. The thesis concludes that BPM initiatives are most successful when supported by an adaptive, innovation-oriented culture shaped by authentic leadership and high employee trust. Recommendations are offered for embedding BPM within cultural frameworks to improve organizational agility and performance. |
