When we are confronted with this question, “Does BPM implementation involve a cultural change in our organization?”, we tend to answer affirmatively, because BPM means a change of perspective in how company processes are working.
But if we analyze closer the two syntagms, BPM and Organizational Culture, we remember the classical “Chicken or Egg” dilemma ("which came first, the chicken or the egg?").

The organizational culture was defined (Hill and Jones, 2001) as “a certain sum of values and norms that are shared by individuals and groups in an organization and that control the way they interact with each other and with the organizational environment.”
They state also: “The organizational values are beliefs and ideas about the type of goals and how appropriate they should achieve. The values of the organization develop standards, guidelines and expectations that determine an appropriate behaviour of the employees in particular situations and control the behaviour of organizational members to one another“.

Business process management (BPM) is a systematic approach to improving an organization's business processes.

My presumption, in terms of our dilemma, is that the Organizational Culture is the Chicken, and BPM is the Egg.  Because: