Daniel Karrer

Bio: Daniel Karrer is an academic researcher from Federal University of Rio de Janeiro. The author has contributed to research in topics: Center of excellence & Ambidexterity. The author has an hindex of 3, co-authored 3 publications receiving 46 citations.

Organizing for Ambidexterity: A Paradox-based Typology of Ambidexterity-related Organizational States

Abstract: This paper addresses the question of how organizations become ambidextrous over time, identifying requirements for organizations to become ambidextrous, understanding how ambidexterity may emerge as an organizational property, as well as exploring likely connections of the ambidexterity property and organizing a firm's activities and work. Conceptualizing the exploration-exploitation relationship as a paradoxical one, we advance two necessary conditions for organizing for ambidexterity: fostering paradox-coping tactics and precluding paradox-related traps. The interplay of these two conditions gives rise to a typology of four ambidexterity-related organizational states: ambidexterity-lacking organizations, monolithic organizations, short-term ambidextrous organizations and long-term ambidextrous organizations. The paper identifies each state's distinct strengths and challenges concerning organizing for ambidexterity, and discusses theoretical, practical and policy-making implications.

BPM Center of Excellence: The Case of a Brazilian Company

Abstract: The BPM Center of Excellence (CoE) has been widely adopted in organizations that believe in BPM’s potential as a tool to promote an organizational environment that is technically and culturally prone to innovation and change. This chapter shows the relevance of a BPM CoE in order to implement an effective BPM Governance that generates synergy, efficiency, and collaboration within all types of existent BPM initiatives inside an organization. It also discusses lessons learnt related to the implementation of a BPM CoE by presenting a real case in a Brazilian company.

A Framework for a BPM Center of Excellence

Abstract: A BPM Center of Excellence (CoE) is a governance mechanism that is widely adopted by organizations aiming for a consistent and centralized roll-out of BPM initiatives. This Article debates and groups a list of services that could be offered by a centralized BPM Center of Excellence, and proposes three capability levels for the structured progression of the CoE offerings. The level of detail of analysis goes beyond previous proposals and facilitates the design of such a CoE according to different levels of BPM maturity.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

Which cultural values matter to business process management?: Results from a global Delphi study

Abstract: Purpose – Business process management (BPM) requires a holistic perspective that includes managing the culture of an organization to achieve objectives of efficient and effective business processes Still, the specifics of a BPM‐supportive organizational culture have not been examined so far Thus, the purpose of this paper is to identify the characteristics of a cultural setting supportive of BPM objectivesDesign/methodology/approach – The paper examines the constituent values of a BPM‐supportive cultural setting through a global Delphi study with BPM experts from academia and practice and explore these values in a cultural value frameworkFindings – The paper empirically identifies and defines four key cultural values supporting BPM, viz, customer orientation, excellence, responsibility, and teamwork The paper discusses the relationships between these values and identifies a particular challenge in managing these seemingly competing valuesResearch limitations/implications – The identification and de

Towards a typology of business process management professionals: identifying patterns of competences through latent semantic analysis

Abstract: While researchers have analysed the organisational competences that are required for successful Business Process Management BPM initiatives, individual BPM competences have not yet been studied in detail. In this study, latent semantic analysis is used to examine a collection of 1507 BPM-related job advertisements in order to develop a typology of BPM professionals. This empirical analysis reveals distinct ideal types and profiles of BPM professionals on several levels of abstraction. A closer look at these ideal types and profiles confirms that BPM is a boundary-spanning field that requires interdisciplinary sets of competence that range from technical competences to business and systems competences. Based on the study’s findings, it is posited that individual and organisational alignment with the identified ideal types and profiles is likely to result in high employability and organisational BPM success.

Slack-performance relationship before, during and after a financial crisis: empirical evidence from European manufacturing firms

Abstract: This thesis studied the slack - performance relationship under different external environments by taking advantage of the financial crisis of 2008-09, which provides a natural experiment opportunity for the study. Besides the management of slack, adaptation profiles are also examined by building the two-stage adaptation process model in concordance with different period of financial crisis. Based on empirical analysis and theoretical research, this thesis finds that slack management impacts the firms' performance as well as firms' adaptation to respond to financial crisis. Another novelty of this thesis is to examine ambidexterity in detail by employing constructs of alignment and adaptability from the perspective of organizational slack. Thesis tries to evidence that European manufacturing firms have various adaptation processes, profiles and risk-taking behaviors with varying performance implications based on their slack management in response to financial crisis. To that end, this study investigates empirically, publicly-held 671 western European manufacturing firms, by comparatively examining their organizational slack management and performance characteristics before, during and after the recent financial crisis period 2007-8 . This research employs longitudinal panel data. The data was drawn from Thomson one banker database for the period of2004-2013.