Impact evaluation of organisational changes enabled by workflow systems

Companies are adopting workflow systems to ensure a better response to the challenges and opportunities of the economic environment. This technology has features and characteristics that allow it to improve communication, collaboration, coordination, knowledge and productivity. However, it is not yet clear what kind of organisational changes will emerge after the adoption of such systems. This paper looks at the organisational changes enabled by workflow systems using the Improvisational Change Model proposed by Orlikowski and Hofman (1997). We begin with a brief introductory review of change management approaches, detail Orlikowski and Hofman's model and discuss changes induced by workflow systems. Finally, we look at organisational changes using the Improvisational Change Model and finish with the implications for future empirical research.