{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T18:07:41Z","timestamp":1754158061753,"version":"3.41.2"},"reference-count":22,"publisher":"Emerald","issue":"6","license":[{"start":{"date-parts":[[2011,11,8]],"date-time":"2011-11-08T00:00:00Z","timestamp":1320710400000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2011,11,8]]},"abstract":"Purpose<\/jats:title>The purpose of this paper is to explore how success emerges in a business process change initiative, given the often conflicting forces and challenges present in a workflow implementation. A detailed reflective analysis provides an opportunity to explore how different process enablers interact to achieve non\u2010obvious outcomes.<\/jats:p><\/jats:sec>Design\/methodology\/approach<\/jats:title>Data collection entailed semi\u2010structured interviews, observation of project activities, and analysis of project documentation for a workflow project at a public sector organisation (AustGov). Data collection occurred from project initiation to implementation and is analysed utilizing the process enterprise maturity model.<\/jats:p><\/jats:sec>Findings<\/jats:title>Despite encountering numerous issues, the process workflow went live as planned; the project was a success. The case demonstrates how project drivers interact in context to provide a coherent explanation of project outcomes. That the project did not fail, despite encountering obstacles and challenges, is attributed to the maturity of critical process enablers within the portfolio.<\/jats:p><\/jats:sec>Research limitations\/implications<\/jats:title>The AustGov case study provides an exemplar of how and why interrelationships between process enablers and project context matter. The case analysis provides a rich study of a workflow project, and demonstrates the suitability of the process audit framework to explain outcomes of business process change projects.<\/jats:p><\/jats:sec>Practical implications<\/jats:title>The findings demonstrate the importance of managing interdependencies and competing priorities between process enablers to successfully implement business process change.<\/jats:p><\/jats:sec>Originality\/value<\/jats:title>The case provides a rich example of the implementation of business process change using workflow software. The authors find that achieving successful outcomes in a challenging environment is best understood when viewed from the perspective of the maturity of a portfolio of project enablers; also, that attention needs to be paid to developing advanced maturity in those enablers most closely related to the specific challenges evident in the project context.<\/jats:p><\/jats:sec>","DOI":"10.1108\/14637151111182675","type":"journal-article","created":{"date-parts":[[2011,11,19]],"date-time":"2011-11-19T07:05:36Z","timestamp":1321686336000},"page":"876-897","source":"Crossref","is-referenced-by-count":8,"title":["A challenging success: a process audit perspective on change"],"prefix":"10.1108","volume":"17","author":[{"given":"Alison","family":"Parkes","sequence":"first","affiliation":[]},{"given":"Michael","family":"Davern","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2021010620395465500_b1","unstructured":"Allen, R. (2001), \u201cWorkflow: an introduction\u201d, in Fischer, L. (Ed.), WfMC Workflow Handbook 2001, Future Strategies Inc., Lighthouse Point, FL."},{"key":"key2021010620395465500_b2","unstructured":"Barki, H. and Hartwick, J. (1989), \u201cRethinking the concept of user involvement\u201d, MIS Quarterly, Vol. 13 No. 1, pp. 53\u201063."},{"key":"key2021010620395465500_b3","doi-asserted-by":"crossref","unstructured":"Baroudi, J.J., Olson, M.H. and Ives, B. (1986), \u201cAn empirical study of the impact of user involvement on system usage and information satisfaction\u201d, Communications of the ACM, Vol. 29 No. 3, pp. 232\u20108.","DOI":"10.1145\/5666.5669"},{"key":"key2021010620395465500_b4","unstructured":"Boland, R.J. and Tenkasi, R.V. (1995), \u201cPerspective making and perspective taking in communities of knowing\u201d, Organization Science, Vol. 6 No. 4, pp. 350\u201072."},{"key":"key2021010620395465500_b5","unstructured":"Bryman, A. (2004), Social Research Methods, 2nd ed., Oxford University Press, Oxford."},{"key":"key2021010620395465500_b6","unstructured":"Cavana, R.Y., Delahaye, B.L. and Sekaran, U. (2001), Applied Business Research: Qualitative and Quantitative Methods, Wiley, Brisbane."},{"key":"key2021010620395465500_b7","unstructured":"Hammer, M. (2007), \u201cThe process audit\u201d, Harvard Business Review, April, pp. 111\u201023."},{"key":"key2021010620395465500_b8","unstructured":"Hartwick, J. and Barki, H. (1994), \u201cExplaining the role of user participation in information system use\u201d, Management Science, Vol. 40 No. 4, pp. 440\u201065."},{"key":"key2021010620395465500_b9","unstructured":"Joosten, S. (1994), Trigger Modelling for Workflow Analysis, University of Twente, Enschede."},{"key":"key2021010620395465500_b10","unstructured":"Kettinger, W., Teng, J. and Guha, S. 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