Interorganizational process mining implementation in service operations

Profound managerial understanding and control over outsourced business processes is increasingly important due to legislative, reputational, and competitive reasons. This mixed-methods single case study empirically explores the feasibility of process mining (PM) for improved understanding and control of outsourced business processes in an interorganizational setting. The research is situated within a shared service desk process at a leading Dutch multinational FMCG firm, utilising a process event-log workflow system with 1,562 activities across 262 service desk tickets covering one full year of operations. Insights are derived from PM methodology implementation, triangulated with key-informant interviews and participant-as-observer archival sources.Theoretically, this study extends Agency Theory and Organisational Information Processing Theory to the context of outsourced, digitalised processes, highlighting information asymmetry, behavioural control and authority dilemmas in interorganizational settings. By systematically reviewing PM implementation literature, the study identifies benefits, effects, and challenges. This contributes to both the advancement of PM theory and practical guidance for information managers overseeing interorganizational process performance.