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Business Processes as Sociomaterial Networks: Exploring the Multiple Dimensions of Flexibility in Process Modeling

In the last few years, it has become common for organizations to document work practices by means of business processes diagrams. An analysis of the assumptions underlying process modeling, shows that this procedure pursues two seemingly contradictory goals: on the one hand, it aims at formalizing work practices into diagrams that set out a defined sequencing of activities, on the other, it seeks to bestow flexibility on the organization - i.e. to allow it to maintain its ability to respond to unforeseen situations. On the basis of this seemingly contradictory motivation, this paper analyzes the implications of process modeling for flexibility by adopting a sociomaterial perspective that is grounded on the Actor-Network Theory. This is employed to conduct an empirical study of a process-based quality management project in a large aircraft maintenance company. The main contribution of this study is to provide a sociomaterial, multi-dimensional interpretation of the relationship between process modeling and flexibility.