Purpose - The purpose of this paper is to foster a common understanding of business process management (BPM) by proposing a set of ten principles that characterize BPM as a research domain and guide its successful use in organizational practice.

 Design/methodology/approach - The identification and discussion of the principles reflects our viewpoint, which was informed by extant literature and focus groups, including 20 BPM experts from academia and practice.

 Findings - We identify ten principles which represent a set of capabilities essential for mastering contemporary and future challenges in BPM. Their antonyms signify potential roadblocks and bad practices in BPM. We also identify a set of open research questions that can guide future BPM research.

 Research limitation/implication - Our findings suggest several areas of research regarding each of the identified principles of good BPM. Also, the principles themselves should be systematically and empirically examined in future studies. Practical implications - Our findings allow practitioners to comprehensively scope their BPM initiatives and provide a general guidance for BPM implementation. Moreover, the principles may also serve to tackle contemporary issues in other management areas.

 Originality/value - This is the first paper that distills principles of BPM in the sense of both good and bad practice recommendations. The value of the principles lies in providing normative advice to practitioners as well as in identifying open research areas for academia, thereby extending the reach and richness of BPM beyond its traditional frontiers.

Ten principles of good business process management

Business process management (BPM) research emphasises three important logics – modelling (process), infrastructural alignment (infrastructure) and procedural actor (agency) logics. These logics cap...

Digital transformation and the new logics of business process management

The potential of big data analytics in enabling improvements in business processes has urged researchers and practitioners to understand if, and under what combination of conditions, such novel tec...

https://www.tandfonline.com/doi/pdf/10.1080/0960085X.2020.1740618

Examining the interplay between big data analytics and contextual factors in driving process innovation capabilities

Business Process Management (BPM) includes methods, techniques, and tools to support the design, enactment, management, and analysis of operational business processes. It can be considered as an extension of classical Workflow Management (WFM) systems and approaches. Although the practical relevance of BPM is undisputed, a clear definition of BPM and related acronyms such as BAM, BPA, and STP are missing. Moreover, a clear scientific foundation is missing. In this paper, we try to demystify the acronyms in this domain, describe the state-of-the-art technology, and argue that BPM could benefit from formal methods/languages (cf. Petri nets, process algebras, etc.).

Business Process Management: A Survey

Industry 4.0 and the circular economy: Resource melioration in logistics

Business process management (BPM) has attracted much focus throughout the years, yet there have been calls questioning the future of BPM. The purpose of this paper is to explore the current state of the field through a dynamic literature review and identify the main challenges for its future development.,A dynamic co-citation network analysis identifies the “evolution” of knowledge of BPM and the most influential works. The results present the developed BPM subthemes in the form of clusters.,The focus within the field has shifted from facilitating wide-ranging business performance improvements to creating introverted optimizations within a particular BPM subgroup. The BPM field has thus experienced strong fragmentation throughout the years and has accrued into self-fueling subareas of BPM research such as business process modeling and workflow management. Those subareas often neglect related disciplines in other management, process modeling and organizational improvement fields.,The study is limited by the initial keyword choice of the authors. The subsequent co-citation analysis ameliorates the subjectivity since it produces a data set and contributions based on references.,A new combination of historical development and the state-of-the-art of the BPM field, by employing a co-citation and cluster analysis. This dynamic literature review presents the current state of the theoretical core and attempts to identify the crossroads that BPM has reached. The study can be replicated in the future to track the changes in the field.

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Business process management – at the crossroads

Business processes management should not be a one-off activity and processes need to be continually modelled, executed, monitored and improved; stakeholders need to be aptly involved in each of these activities. Potentials for achieving this lie in social media, as an increasingly popular option in the digital world with which to involve the creativity and opinions of various stakeholders from both within and outside an organization. Yet, it is still not well researched how companies can harness the various benefits for using social media to better involve both employees and customers in various phases of the business process life cycle. We propose a conceptual framework that enables the classification of various types of social media use (e.g. within organization or with customers) and provide examples for each type.

Leveraging Social Media for Process Innovation. A Conceptual Framework

Even after years of improving the methodologies for organizational change in general and business process management (‘BPM’) in particular, BPM programs are still often unsuccessful. We argue that this is not due to the deficiencies in methodologies or the lack of skills of people implementing them, but due to the lack of a deeper theory-based understanding of what each phase of the BPM implementation needs to achieve. We introduce a combination of cognitive dissonance and absorptive capacity theories to show how the resolution of cognitive dissonance should be used to increase the absorptive capacity. As a consequence, the organization has increased chances of BPM leading to financial benefits in the long run.

Towards a Theoretical Framework of Business Process Management through the Lens of Absorptive Capacity and Cognitive Dissonance Theory

Organizations continuously aim for improved business performance through a process-oriented transformation. Such a transformation, however, is not limited only to the organizational level, but permeates the individual level as well. Research so far has not investigated the role of employees’ behavior and thinking, as individual process-orientation remains under-researched. A first step in this regard, is the clarification of the main construct of interest. Hence, the goal of this paper is to provide deeper insights into the construct of process orientation at the individual level. The paper proposes a two-dimensional conceptualization of individual process orientation that distinguishes between process-oriented thinking and process-oriented behavior. Drawing on this conceptualization, the paper provides a four-stage approach to developing a scale for measuring individual process orientation.

Monika Klun

Papers

Business process management – at the crossroads

Leveraging Social Media for Process Innovation. A Conceptual Framework

Towards a Theoretical Framework of Business Process Management through the Lens of Absorptive Capacity and Cognitive Dissonance Theory

Individual Process Orientation as a Two-Dimensional Construct: Conceptualization and Measurement Scale Development