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Why Work Around the Process? Analyzing Workarounds Through the Lens of the Theory of Planned Behavior

dc.contributor.authorSoffer, Pnina
dc.contributor.authorOutmazgin, Nesi
dc.contributor.authorHadar, Irit
dc.contributor.authorTzafrir, Shay
dc.date2023-08-01
dc.date.accessioned2023-08-24T10:28:55Z
dc.date.available2023-08-24T10:28:55Z
dc.date.issued2023
dc.description.abstractWorkarounds are a common practice in a broad range of organizational and technological contexts, which has received much attention in information systems research. They are sometimes considered negatively, associated with business risks and noncompliance, and sometimes positively, as a source of innovation and improvement. Although workaround-based process improvements typically adopt the workaround if its consequences are not harmful, this is not always the best option. The paper aims to pave the way for leveraging workarounds for process improvement by understanding problems that motivate them, so alternative solutions can be developed for these problems. Despite many proposed explanations, an in-depth understanding of the reasons underlying employee decisions that lead to workarounds is still needed. To this end, following a qualitative research approach, data were collected in six case study organizations, investigating workaround decisions made by employees through the lens of the theory of planned behavior. The principal unique theme running throughout the findings is that workaround motivation stems from perceived misalignment between organizational, local unit, or personal goals and their realization in business processes. Workarounds are enabled by various factors, including perceived workaround opportunities in the organization. These findings are abstracted to form an explanatory model as a contextual adaptation of the theory of planned behavior to explain workaround intentions. The proposed model explains workaround decisions in a way that can leverage this understanding to promote concrete process improvements.de
dc.identifier.doi10.1007/s12599-023-00802-1
dc.identifier.issn1867-0202
dc.identifier.urihttp://dx.doi.org/10.1007/s12599-023-00802-1
dc.identifier.urihttps://dl.gi.de/handle/20.500.12116/42165
dc.publisherSpringer
dc.relation.ispartofBusiness & Information Systems Engineering: Vol. 65, No. 4
dc.relation.ispartofseriesBusiness & Information Systems Engineering
dc.subjectGoals||Misalignment||Processes||Qualitative study||Theory of planned behavior||Workaround
dc.titleWhy Work Around the Process? Analyzing Workarounds Through the Lens of the Theory of Planned Behaviorde
dc.typeText/Journal Article
mci.reference.pages369-389

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