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Empirical and theoretical evidence suggests that company resources and structures are emergent rather than fixed. Planning business activity in emergent contexts requires flexible ebusiness models based on better management theories and models. A theoretical model of flexible process architecture is presented by identifying its core components and their relationships. Kettinger and Grover (1995) propose a theory of business process management. A theoretical model of process architecture design is proposed in this paper to improve theoretical process knowledge and to address the general gap in theory building for process architecture design. The theoretical model draws on these concepts to improve EBP design. This sets the background for elaborating the theoretical model of process architecture design for EBP. Predictable business change Process architecture should be designed for ease of change to facilitate predictable or planned business change. Such business change can be predicted and planned, and it requires process flexibility. The theory renders process architecture design for EBP, and emergent organization generally. This is done as the deferred systems type. EBP can be designed as deferred systems. Theoretical mathematical models are most powerful for reasoning. No reasoning models exist for process architecture design. Process architecture design has moved away from individual ‘applications’ to organisation oriented design, centrally recognising organizational change and complexity. There are implications of the theoretical model for models of EBP and business process modelling techniques.
Tags : business process modelling, business process management, process architecture, reasoning models, ebusiness models, emergent organization, architecture design, theoretical evidence, management theories, business change, theoretical model, theory building, mathematical models, core components, company resources
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