{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,22]],"date-time":"2026-04-22T16:20:39Z","timestamp":1776874839789,"version":"3.51.2"},"reference-count":44,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2015,1,30]],"date-time":"2015-01-30T00:00:00Z","timestamp":1422576000000},"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":[[2015,1,30]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p>\u2013 The purpose of this paper is to focus on how entrepreneurs anticipate and change their company\u2019s business process management after developing a radical innovation. The paper is based on a critical approach to business process modelling (BPM) that posits that \u2013 in spite of all the claims, guides and tools that companies employ to help them modelise their processes \u2013 business processes are developed and improved (or at least changed) by individuals who negotiate, anticipate and compromise to make these changes occur. Thus, BPM is more a matter of \u201cbricolage\u201d (Levi-Strauss) than an established and defined plan. Based on this position, the paper analyses how a business process model emerges in the early phases of a high-tech new venture when the entrepreneur lacks a valid template to form a conceptual representation of the firm\u2019s business processes.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p>\u2013 The authors adopt a perspective based on the concept of bricolage. By analysing and comparing the discourse of 40 entrepreneurs \u2013 involved in an activity based on a radical innovation and 20 involved in an activity based on a more incremental concept \u2013 the authors are able to answer the two research questions.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>\u2013 Entrepreneurs who develop a new activity based on any radical or incremental innovation generally base the BPM of their company and the evolution of this process on existing models. However, BPM generally differs based on the nature of the innovation. Thus, entrepreneurs who develop a new activity based on a radical innovation do not design a single BPM for their company but a portfolio of BPMs. The process by which such entrepreneurs develop such a portfolio is mainly conducted in a step-by-step and iterative approach that utilises \u201cwhatever is at hand\u201d (Levi-Strauss, 1966).<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>\u2013 First, this study extends existing methods for and approaches to considering BPM. Second, this research partly answers the call for integration among different theoretical backgrounds and approaches that consider BPM.<\/jats:p><\/jats:sec>","DOI":"10.1108\/bpmj-03-2014-0024","type":"journal-article","created":{"date-parts":[[2015,1,6]],"date-time":"2015-01-06T03:23:09Z","timestamp":1420514589000},"page":"152-171","source":"Crossref","is-referenced-by-count":22,"title":["How high-tech entrepreneurs bricole the evolution of business process management for their activities"],"prefix":"10.1108","volume":"21","author":[{"given":"Severine","family":"LeLoarne","sequence":"first","affiliation":[]},{"given":"Adnane","family":"Maalaoui","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2020122702021769400_b41","doi-asserted-by":"crossref","unstructured":"Abernathy, W. J. and Clark, K.B. (1985), \u201cInnovation: mapping the winds of creative destruction\u201d, Research Policy , Vol. 14 No. 1, pp. 3-22.","DOI":"10.1016\/0048-7333(85)90021-6"},{"key":"key2020122702021769400_b3","doi-asserted-by":"crossref","unstructured":"Aguilar-Saven, R.S. (2004), \u201cBusiness process modeling: review and framework\u201d, International Journal of Production Economics , Vol. 90 No. 2, pp. 129-149.","DOI":"10.1016\/S0925-5273(03)00102-6"},{"key":"key2020122702021769400_b1","doi-asserted-by":"crossref","unstructured":"Aksin, Z. , Armony, M. and Mehrotra, V. (2007), \u201cThe modern call center: a multi-disciplinary perspective on operations management research\u201d, Production and Operation Management , Vol. 16 No. 6, pp. 665-688.","DOI":"10.1111\/j.1937-5956.2007.tb00288.x"},{"key":"key2020122702021769400_b4","doi-asserted-by":"crossref","unstructured":"Baden-Fuller, C. and Haefliger, S. (2010), \u201cBusiness models and technological innovation\u201d, Long Range Planning , Vol. 46 No. 6, pp. 419-426.","DOI":"10.1016\/j.lrp.2013.08.023"},{"key":"key2020122702021769400_b43","doi-asserted-by":"crossref","unstructured":"Baker, T. and Nelson, R.E. (2005), \u201cCreating something from nothing: resource construction through entrepreneurial bricolage\u201d, Administrative Science Quarterly , Vol. 50 No. 3, pp. 329-366.","DOI":"10.2189\/asqu.2005.50.3.329"},{"key":"key2020122702021769400_b2","doi-asserted-by":"crossref","unstructured":"Bask, A.H. , Tinnil\u00e4, M. and Rajahonka, M. (2010), \u201cMatching service strategies, business models and modular business processes\u201d, Business Process Management Journal , Vol. 16 No. 1, pp. 153-180.","DOI":"10.1108\/14637151011017994"},{"key":"key2020122702021769400_b39","unstructured":"Chesbrough, H.W. (2003), Open Innovation: The New Imperative for Creating and Profiting from Technology , Harvard Business Press, Boston, MA, 240pp."},{"key":"key2020122702021769400_b40","doi-asserted-by":"crossref","unstructured":"Chesbrough, H.W. (2010), \u201cBusiness model innovation: opportunities and barriers\u201d, Long Range Planning , Vol. 43 No. 2, pp. 354-363.","DOI":"10.1016\/j.lrp.2009.07.010"},{"key":"key2020122702021769400_b5","unstructured":"Ciborra, C. (1996), \u201cIntroduction: what does groupware mean for the organizations hosting it?\u201d, in Ciborra, C. (Ed.), Groupware and Teamwork: Invisible Aid or Technical Hindrance? John Wiley & Sons, Chichester, pp. 1-19."},{"key":"key2020122702021769400_b12","unstructured":"Clegg, S. (1990), Modern Organizations: Organization Studies in the Postmodern World , Sage, London, 263pp."},{"key":"key2020122702021769400_b6","doi-asserted-by":"crossref","unstructured":"Davenport, T.H. , Harris, J.G. and Cantrell, S. (2004), \u201cEnterprise systems and ongoing process change\u201d, Business Process Management Journal , Vol. 10 No. 1, pp. 16-26.","DOI":"10.1108\/14637150410518301"},{"key":"key2020122702021769400_b8","doi-asserted-by":"crossref","unstructured":"Doebeli, G. , Fisher, R. , Gapp, R. and Sanzogni, L. (2011) \u201cUsing BPM governance to align systems and practice\u201d, Business Process Management Journal , Vol. 17 No. 2, pp. 184-202.","DOI":"10.1108\/14637151111122310"},{"key":"key2020122702021769400_b7","doi-asserted-by":"crossref","unstructured":"Dubois, A. and Gadde, L.E. (2002), \u201cSystematic combining: an abductive approach to case research\u201d, Journal of Business Research , Vol. 55 No. 7, pp. 553-560.","DOI":"10.1016\/S0148-2963(00)00195-8"},{"key":"key2020122702021769400_b10","doi-asserted-by":"crossref","unstructured":"Duymedjian, R. and R\u00fclling, C. (2010), \u201cBricolage in organization and management theory\u201d, Organization Studies , Vol. 31 No. 2, pp. 133-151.","DOI":"10.1177\/0170840609347051"},{"key":"key2020122702021769400_b11","doi-asserted-by":"crossref","unstructured":"Feldman, M. and Orlikowski, W.J. (2011), \u201cTheorizing practice and practicing theory\u201d, Organization Science , Vol. 22 No. 5, pp. 1240-1253.","DOI":"10.1287\/orsc.1100.0612"},{"key":"key2020122702021769400_b42","doi-asserted-by":"crossref","unstructured":"Garud, R. and Karn\u00f8e, P. (2003), \u201cBricolage versus breakthrough: distributed and embedded agency in technology entrepreneurship\u201d, Research Policy , Vol. 32 No. 2, pp. 277-300.","DOI":"10.1016\/S0048-7333(02)00100-2"},{"key":"key2020122702021769400_b13","doi-asserted-by":"crossref","unstructured":"Giaglis, G.M. (2001), \u201cA taxonomy of business process modeling and information systems modeling techniques\u201d, The International Journal of Flexible Manufacturing Systems , Vol. 13 No. 2, pp. 209-228.","DOI":"10.1023\/A:1011139719773"},{"key":"key2020122702021769400_b14","doi-asserted-by":"crossref","unstructured":"Golsorkhi, D. , Rouleau, L. and Seidl, D. (2010), Cambridge Handbook of Strategy as Practice , Cambridge University Press, Cambridge.","DOI":"10.1017\/CBO9780511777882"},{"key":"key2020122702021769400_b9","doi-asserted-by":"crossref","unstructured":"Green, P. and Rosemann, M. (2000), \u201cIntegrated process modeling: an ontological evaluation\u201d, Information Systems .","DOI":"10.1016\/S0306-4379(00)00010-7"},{"key":"key2020122702021769400_b15","doi-asserted-by":"crossref","unstructured":"Gulati, R. (1995), \u201cDoes familiarity breed trust? The implications of repeated ties for contractual choice in alliances\u201d, Academy of Management Journal , Vol. 38 No. 1, pp. 85-112.","DOI":"10.2307\/256729"},{"key":"key2020122702021769400_b16","unstructured":"Hammer, G. and Shampi, M. (1993), Business Process Reengineering , Harvard Business Press, Boston, MA."},{"key":"key2020122702021769400_b17","doi-asserted-by":"crossref","unstructured":"Hill, C.W. and Rotharmel, F.T. (2003), \u201cThe performance of incumbent firms in the face of radical technological innovation\u201d, Academy of Management Review , Vol. 28 No. 2, pp. 257-274.","DOI":"10.5465\/amr.2003.9416161"},{"key":"key2020122702021769400_b18","doi-asserted-by":"crossref","unstructured":"K\u00fchne, S. , Kern, H. , Gruhn, V. and Laue, R. (2010), \u201cBusiness process modeling with continuous validation\u201d, Journal of Software Maintenance and Evolution: Research and Practice , Vol. 22 Nos 6-7, pp. 547-566.","DOI":"10.1002\/smr.517"},{"key":"key2020122702021769400_b20","doi-asserted-by":"crossref","unstructured":"Langley, A. (1999), \u201cStrategies for theorizing from process data\u201d, Academy of Management Review , Vol. 24 No. 4, pp. 691-710.","DOI":"10.5465\/amr.1999.2553248"},{"key":"key2020122702021769400_b21","unstructured":"Latour, B. (1996), Aramis or the Love of Technology , Harvard Business Press, Cambridge."},{"key":"key2020122702021769400_b24","doi-asserted-by":"crossref","unstructured":"Lee, R.G. and Dale, B.G. (1998), \u201cBusiness process management: a review and evaluation\u201d, Business Process Management Journal , Vol. 4 No. 3, pp. 214-225.","DOI":"10.1108\/14637159810224322"},{"key":"key2020122702021769400_b22","doi-asserted-by":"crossref","unstructured":"Le Loarne, S. (2005), \u201cWorking with ERP systems. Is big brother back?\u201d, Computer in Industry , Vol. 56 No. 6, pp. 523-528.","DOI":"10.1016\/j.compind.2005.02.010"},{"key":"key2020122702021769400_b23","unstructured":"Le Loarne, S. and Blanco, S. (2009, 2012), Management de l\u2019Innovation , 1st and 2nd ed., Pearson, Paris."},{"key":"key2020122702021769400_b25","unstructured":"Levi-Strauss, C. (1966), The Savage Mind , University of Chicago Press, Chicago, IL."},{"key":"key2020122702021769400_b26","doi-asserted-by":"crossref","unstructured":"Lin, F.-R. , Yang, M.-C. and Pai, Y.-H. (2002), \u201cA generic structure for business process modeling\u201d, Business Process Management Journal , Vol. 8 No. 1, pp. 19-41.","DOI":"10.1108\/14637150210418610"},{"key":"key2020122702021769400_b27","doi-asserted-by":"crossref","unstructured":"Malakh-Pines, A. and Ozbilgin, M. (2010), Handbook of Research on High-Technology Entrepreneurs , Edgar Publishing, Northampton, MA, 402pp.","DOI":"10.4337\/9781849805384"},{"key":"key2020122702021769400_b28","doi-asserted-by":"crossref","unstructured":"Mangematin, V. , Lemari\u00e9, S. , Boissin, J.P. , Catherine, D. , Corolleur, F. , Coronini, R. and Trommetter, M. (2003), \u201cDevelopment of SMEs and heterogeneity of trajectories: the case of biotechnology in France\u201d, Research Policy , Vol. 32 No. 4, pp. 621-638.","DOI":"10.1016\/S0048-7333(02)00045-8"},{"key":"key2020122702021769400_b29","doi-asserted-by":"crossref","unstructured":"Nurcan, S. , Etien, A. , Kaabi, R. , Zoukar, I. and Rolland, C. (2005), \u201cA strategy driven business process modeling approach\u201d, Business Process Management Journal , Vol. 11 No. 6, pp. 628-649.","DOI":"10.1108\/14637150510630828"},{"key":"key2020122702021769400_b44","doi-asserted-by":"crossref","unstructured":"Orlikowski, W.J. (2000), \u201cUsing technology and constituting structures: a practice lens for studying technology in organizations\u201d, Organization Science , Vol. 11 No. 4, pp. 404-428.","DOI":"10.1287\/orsc.11.4.404.14600"},{"key":"key2020122702021769400_b30","doi-asserted-by":"crossref","unstructured":"Osterwalder, A. , Pigneur, Y. and Tucci, C.L. (2005), \u201cClarifying business models: origins, present and future of the concept\u201d, Communications of the Association for Information Systems , Vol. 15 May, pp. 75-87.","DOI":"10.17705\/1CAIS.01601"},{"key":"key2020122702021769400_b31","doi-asserted-by":"crossref","unstructured":"Palmer, R.A. and Millier, P. (2004), \u201cSegmentation: identification, intuition, and implementation\u201d, Industrial Marketing Management , Vol. 33 No. 8, pp. 779-785.","DOI":"10.1016\/j.indmarman.2003.10.007"},{"key":"key2020122702021769400_b32","doi-asserted-by":"crossref","unstructured":"Panayiotou, N.A. and Tatsiopoulos, I.P. (2013), \u201cSupporting the design of a management accounting system of a company operating in the gas industry with business process modeling\u201d, in Panayiotou, N.A. and Tatsiopoulos, I.P. (Eds), Advances in Production Management Systems. Competitive Manufacturing for Innovative Products and Services , Springer, Berlin, pp. 686-692.","DOI":"10.1007\/978-3-642-40361-3_87"},{"key":"key2020122702021769400_b33","unstructured":"Papert, S. (1993), The Children\u2019s Machine , Basic Books, New York, NY."},{"key":"key2020122702021769400_b34","doi-asserted-by":"crossref","unstructured":"Recker, J.C. , Rosemann, M. , Indulska, M. and Green, P. (2009), \u201cBusiness process modeling: a comparative analysis\u201d, Journal of the Association for Information Systems , Vol. 10 No. 4, pp. 333-363.","DOI":"10.17705\/1jais.00193"},{"key":"key2020122702021769400_b35","doi-asserted-by":"crossref","unstructured":"Sabatier, V. , Mangematin, V. and Rousselle, T. (2010), \u201cFrom recipe to dinner: business model portfolios in the European biopharmaceutical industry\u201d, Long Range Planning , Vol. 43 Nos 2-3, pp. 431-447.","DOI":"10.1016\/j.lrp.2010.02.001"},{"key":"key2020122702021769400_b36","doi-asserted-by":"crossref","unstructured":"Scheer, A.W. and N\u00fcttgens, M. (2000), \u201cARIS architecture and reference models for business process management\u201d, in Van der Aalst, W. et al. (Eds), Business Process Management , Springer Verlag, Berlin, pp. 376-399.","DOI":"10.1007\/3-540-45594-9_24"},{"key":"key2020122702021769400_b37","doi-asserted-by":"crossref","unstructured":"Scozzi, B. , Garavelli, C. and Crowston, K. (2005), \u201cMethods for modeling and supporting innovation processes in SMEs\u201d, European Journal of Innovation Management , Vol. 8 No. 1, pp. 120-137.","DOI":"10.1108\/14601060510578619"},{"key":"key2020122702021769400_b38","doi-asserted-by":"crossref","unstructured":"Sidorova, A. and Isik, O. (2010), \u201cBusiness process research: a cross-disciplinary review\u201d, Business Process Management Journal , Vol. 16 No. 4, pp. 566-597.","DOI":"10.1108\/14637151011065928"},{"key":"key2020122702021769400_b19","doi-asserted-by":"crossref","unstructured":"Tippman, E. , Mangematin, V. and Scott, P.S. (2013), \u201cThe two faces of knowledge search: new solutions and capability development\u201d, Organization Studies , Vol. 34 No. 12, pp. 1869-1901.","DOI":"10.1177\/0170840613485846"}],"container-title":["Business Process Management Journal"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/BPMJ-03-2014-0024","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/BPMJ-03-2014-0024\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/BPMJ-03-2014-0024\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,24]],"date-time":"2025-07-24T23:14:34Z","timestamp":1753398874000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/bpmj\/article\/21\/1\/152-171\/258481"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2015,1,30]]},"references-count":44,"journal-issue":{"issue":"1","published-print":{"date-parts":[[2015,1,30]]}},"alternative-id":["10.1108\/BPMJ-03-2014-0024"],"URL":"https:\/\/doi.org\/10.1108\/bpmj-03-2014-0024","relation":{},"ISSN":["1463-7154"],"issn-type":[{"value":"1463-7154","type":"print"}],"subject":[],"published":{"date-parts":[[2015,1,30]]}}}