Bridging the Gap: How Firms Use Process Mining to Create and Act on a Shared End-to-End Process Understanding

Firms struggle with improving end-to-end (E2E) processes due to difficulties in establishing shared E2E process understanding across firm levels. Creating behavioral visibility into processes might provide a solution, but traditional methods are limited in effectiveness. Thus, process mining (PM), offering data-driven process discovery and measurement, shows promise, but its implications on creating and acting on a shared E2E process understanding remain unclear. Addressing this gap, we conduct a single case study at a manufacturing firm guided by theories of organizational learning and organizational routines. Our preliminary findings reveal how the data-driven behavioral visibility through PM enables four mechanisms within and between the individual, team, and firm levels to create a shared E2E process understanding and change. We contribute to business process management and PM research by showing how firms use PM to overcome challenges in the multi-level process of creating and acting on a shared E2E process understanding.      «

Firms struggle with improving end-to-end (E2E) processes due to difficulties in establishing shared E2E process understanding across firm levels. Creating behavioral visibility into processes might provide a solution, but traditional methods are limited in effectiveness. Thus, process mining (PM), offering data-driven process discovery and measurement, shows promise, but its implications on creating and acting on a shared E2E process understanding remain unclear. Addressing this gap, we conduct...     »