How to make it stick? Institutionalising process improvement initiatives

Purpose Understanding how organisations can institutionalise the outcomes of process improvement initiatives is limited. This paper explores changes resulting from are adhered to, so that changed processes become new “norm” and people do not revert to old practices. study proposes an institutionalisation for initiatives. Design/methodology/approach Firstly, a literature review identified Tolbert Zucker’s (1996) framework as suitable conceptual on which base enquiry. The second phase (the focus this paper) applied findings two case studies adapt (its stages related factors) fit contexts. Findings presents empirically theoretically supported novel three presented by Zucker have been respecified into four stages, explaining institutionalised through “Planning”, “Implementation”, “Objectification” “Sedimentation” original first stage, i.e. “Habitualisation” being divided Planning Implementation). Some newly Business Process Management (BPM) specific factors influencing also discussed triangulated with BPM literature. Research limitations/implications contributes conceptualising theorising In doing so, explicitly identifies considers several key contextual drive institutionalisation. Practitioners use better manage change future researchers operationalise change. Originality/value research provides clearly conceptualised understanding institutionalising outcomes.