Many organizations aim to standardize their processes to increase performance. Organizational governance is an important driver for successful business process standardization. A central role within this governance structure is performed by the process owner who is responsible for the definition of processes. In this paper, the effect of different possible configurations of assigning process ownership in an existing organizational multi-level hierarchical structure is analyzed by conducting an embedded case study. The most important finding was that in most cases process ownership was assigned to a person who was already line manager for a single business unit which was responsible for executing a part of or the whole process. Thus, responsibility for the process itself and for the required resources (e.g., personnel) was combined. Based on these findings, we plan to conduct a study to analyze the impact of the different process ownership assignments on the success of process standardization.