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For many years, researchers have been conducting extensive studies on business process management (BPM). However, although it is a well-known and mature area of science, the development of technology and changes on the global market still leave a room for further investigations of the field. Having in mind that BPM is considered to be a holistic discipline, researchers decided to include various social and cultural aspects into it, which led to the emergence of social BPM among other discoveries within the field of BPM. Moreover, owing to global technical advancements as well as changes in consumer wants, demands, and expectations, the traditional approach to BPM has encountered various challenges in recent period of time. Social BPM is relatively new and still emerging area of BPM which deals with providing solutions to the challenges and limitations that were noted in business practice with traditional approach to BPM. Such challenges and limitations include model-reality divide, lack of information fusioning, loss of innovation, information pass-on threshold, lack of visibility and lack of cooperation. In that sense, social BPM integrates social software into BPM aiming to overcome the previously mentioned issues. Since social BPM is still new area for conducting research, the main aim of this paper is to provide an insight into social BPM in practice by presenting a case study research in one big Croatian company from the tertiary sector. The case study presented in this paper investigates not only social BPM components, but also the maturity of the BPM since it has been expected that name variable might have an influence on the levels of usage of social BPM within a company. Methodology of this research include a questionnaire and an in-depth interview with an interviewee from the observed company. The findings of the case study are presented and discussed within this paper and some managerial implications are provided. |
