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Journal Article•

Ten principles of good business process management

Jan vom Brocke, Theresa Schmiedel, Jan C. Recker, Peter Trkman, Willem Mertens, Stijn Viaene 
01 Jan 2014-Science & Engineering Faculty (Emerald Group Publishing Inc)-
TL;DR: A set of ten principles that characterize BPM as a research domain and guide its successful use in organizational practice are proposed and suggest several areas of research regarding each of the identified principles of good BPM.
Abstract: 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.
Citations
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Book Chapter•DOI•
The Six Core Elements of Business Process Management

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Michael Rosemann1, Jan vom Brocke2•
Queensland University of Technology1, University of Liechtenstein2
01 Jan 2015
TL;DR: The BPM Handbook as discussed by the authors provides a framework that consolidates and structures the essential factors that constitute BPM as a whole, including strategic alignment, governance, methods, information technology, people, and culture.
Abstract: The previous chapters gave an insightful introduction into the various facets of Business Process Management. We now share a rich understanding of the essential ideas behind designing and managing processes for organizational purposes. We have also learned about the various streams of research and development that have influenced contemporary BPM. As a matter of fact, BPM has become a holistic management discipline. As such, it requires that a plethora of facets needs to be addressed for its successful und sustainable application. This chapter provides a framework that consolidates and structures the essential factors that constitute BPM as a whole. Drawing from research in the field of maturity models, we suggest six core elements of BPM: strategic alignment, governance, methods, information technology, people, and culture. These six elements serve as the structure for this BPM Handbook.

330 citations

Journal Article•DOI•
Big data analytics and firm performance: Findings from a mixed-method approach

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Patrick Mikalef1, Maria Boura2, George Lekakos2, John Krogstie1•
Norwegian University of Science and Technology1, Athens University of Economics and Business2
01 May 2019-Journal of Business Research
TL;DR: This paper draws on complexity theory and investigates the configurations of resources and contextual factors that lead to performance gains from big data analytics investments to show that depending on the context, big data Analytics resources differ in significance when considering performance gains.

280 citations

Journal Article•DOI•
On the role of context in business process management

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Jan vom Brocke1, Sarah Zelt1, Theresa Schmiedel1•
University of Liechtenstein1
01 Jun 2016-International Journal of Information Management
TL;DR: In this article, the authors argue that BPM needs to be contextual in order for projects to be most efficient and effective, and propose a framework to identify the context in which BPM is applied.

206 citations

Journal Article•DOI•
Digital transformation and the new logics of business process management

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Abayomi Baiyere1, Hannu Salmela2, Tommi Tapanainen3•
Copenhagen Business School1, University of Turku2, Pusan National University3
01 Mar 2020-European Journal of Information Systems
TL;DR: It is argued that the applicability of these underlying assumptions in theorising BPM needs to be re-examined in the context of digital transformation, and proposed new managerial approaches for BPM in digital transformation contexts are proposed.
Abstract: Business process management (BPM) research emphasises three important logics – modelling (process), infrastructural alignment (infrastructure) and procedural actor (agency) logics. These logics cap...

134 citations

Cites background or methods from "Ten principles of good business pro..."

  • ...…logic enables BPM to provide sequences of activities that guides an organisation’s business processes (Recker et al., 2009; Van der Aalst, 2013; Vom Brocke et al., 2014), the modelling logic is challenged by the volume of changes and perpetual need to modify or redevelop business process models…...

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  • ...…infrastructure as a component of the business process that needs to be carefully structured based on a wellcrafted plan (Sidorova et al., 2014; Vom Brocke et al., 2014), the flexibility view considers infrastructure as something that is malleable and possible to reshape to account for changes and…...

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  • ...…is because the underlying premise of these prior logics is grounded on the assumptions and values of improving efficiency and quality of organisational processes in a relatively stable context (Recker, Rosemann, Indulska, & Green, 2009; Rosemann, Recker, & Flender, 2008; Vom Brocke et al., 2014)....

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  • ...Instead of relying on detailed modelling (Dijkman et al., 2011; Van der Aalst, 2013; Vom Brocke et al., 2014), they adopted new logic based on light touch processes that they deemed as sufficient and easily configurable....

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  • ...Themain premises of prior BPM research can be synthesised into three fundamental BPM logics: a) process logic, b) infrastructure logic, and c) agential logic (Recker et al., 2009; Rosemann et al., 2008; Van der Aalst, 2013; Vom Brocke et al., 2014)....

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Journal Article•DOI•
Examining the interplay between big data analytics and contextual factors in driving process innovation capabilities

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Patrick Mikalef1, John Krogstie1•
Norwegian University of Science and Technology1
16 Apr 2020-European Journal of Information Systems
TL;DR: Results show that under different combinations of contextual factors the significance of big data analytics resources varies, with specific configurations leading to high levels of incremental and radical process innovation capabilities.
Abstract: 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...

119 citations

Cites background or result from "Ten principles of good business pro..."

  • ...The importance of such methods in creating insight which can lead to adaptation to an existing process or the creation of new ones has been highlighted in the literature (Rosemann & Vom Brocke, 2015; Vom Brocke et al., 2014a; Vom Brocke & Mendling, 2018)....

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  • ...Although not explicitly the focus of many studies, contradicting findings pinpoint to contingent results (Vom Brocke et al., 2014b), placing the context of examination as an important aspect that should be taken into account when looking at process management and particularly process innovation…...

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  • ...Such findings also are in line with a growing body of research in business process management literature which advocates a holistic perspective (Rosemann & De Bruin, 2005; Vom Brocke & Rosemann, 2010; Vom Brocke et al., 2014b)....

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  • ...…BDA to strengthen their process innovation capabilities has sparked the interest of recent research over the past few years, which has examined if, and under what combination of conditions BDA can produce business value (Mendling et al., 2017; Müller et al., 2016; Vom Brocke et al., 2014b)....

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  • ...Subsequently, other researchers have called for the inclusion of such factors in a holistic process management approach (Trkman, 2010; Vom Brocke et al., 2014b)....

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References
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Journal Article•DOI•
Design science in information systems research

[...]

Alan R. Hevner1, Salvatore T. March2, Jinsoo Park3, Sudha Ram4•
University of South Florida1, Vanderbilt University2, College of Business Administration3, University of Arizona4
01 Mar 2004-Management Information Systems Quarterly
TL;DR: The objective is to describe the performance of design-science research in Information Systems via a concise conceptual framework and clear guidelines for understanding, executing, and evaluating the research.
Abstract: Two paradigms characterize much of the research in the Information Systems discipline: behavioral science and design science The behavioral-science paradigm seeks to develop and verify theories that explain or predict human or organizational behavior The design-science paradigm seeks to extend the boundaries of human and organizational capabilities by creating new and innovative artifacts Both paradigms are foundational to the IS discipline, positioned as it is at the confluence of people, organizations, and technology Our objective is to describe the performance of design-science research in Information Systems via a concise conceptual framework and clear guidelines for understanding, executing, and evaluating the research In the design-science paradigm, knowledge and understanding of a problem domain and its solution are achieved in the building and application of the designed artifact Three recent exemplars in the research literature are used to demonstrate the application of these guidelines We conclude with an analysis of the challenges of performing high-quality design-science research in the context of the broader IS community

10,264 citations

"Ten principles of good business pro..." refers background or methods in this paper

  • ...Keywords principles, business process management, BPM, research agenda Paper type Viewpoint...

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  • ...Following Klein and Myers (1999) and Hevner et al. (2004), we advise against compulsory or mere routine use of the principles....

    [...]

Book•
Reengineering the corporation: a manifesto for business revolution

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Michael Hammer, James Champy
01 Jan 1995
TL;DR: In this paper, the authors set aside much of the received wisdom of the last 200 years of industrial management and in its place presented a new set of organizing principles by which managers can rebuild their businesses.
Abstract: "Reengineering the Corporation" sets aside much of the received wisdom of the last 200 years of industrial management and in its place presents a new set of organizing principles by which managers can rebuild their businesses. The book provides numerous examples and in-depth case studies of how leading organizations are achieving significant competitive gains through reengineering: How Ford Motor reduced the size of its North American accounts payable organization by 80% while improving the process; how IBM is leasing subsidiary cut its deal-making process from seven days to four hours; and how Taco Bell used a new set of production and management processes to fuel a six-fold growth in revenue.

5,812 citations

Journal Article•DOI•
A set of principles for conducting and evaluating interpretive field studies in information systems

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Heinz K. Klein1, Michael D. Myers•
Binghamton University1
01 Mar 1999-Management Information Systems Quarterly
TL;DR: A set of principles for the conduct and evaluation of interpretive field research in information systems is proposed, along with their philosophical rationale, and the usefulness of the principles is illustrated by evaluating three publishedinterpretive field studies drawn from the IS research literature.
Abstract: This article discusses the conduct and evaluatoin of interpretive research in information systems. While the conventions for evaluating information systems case studies conducted according to the natural science model of social science are now widely accepted, this is not the case for interpretive field studies. A set of principles for the conduct and evaluation of interpretive field research in information systems is proposed, along with their philosophical rationale. The usefulness of the principles is illustrated by evaluating three published interpretive field studies drawn from the IS research literature. The intention of the paper is to further reflect and debate on the important subject of grounding interpretive research methodology.

5,588 citations

"Ten principles of good business pro..." refers background or methods in this paper

  • ...Following Klein and Myers (1999) and Hevner et al. (2004), we advise against compulsory or mere routine use of the principles....

    [...]

  • ...Keywords principles, business process management, BPM, research agenda Paper type Viewpoint...

    [...]

Book•
Process Innovation: Reengineering Work Through Information Technology

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Thomas H. Davenport
01 Oct 1992
TL;DR: In this article, Davenport provides numerous examples of firms that have succeeded or failed in combining business change and technology initiatives and highlights the roles of new organizational structures and human resource programs in developing process innovation.
Abstract: The business environment of the 1990s demands significant changes in the way we do business. Simply formulating strategy is no longer sufficient; we must also design the processes to implement it effectively. The key to change is process innovation, a revolutionary new approach that fuses information technology and human resource management to improve business performance. The cornerstone to process innovation's dramatic results is information technology--a largely untapped resource, but a crucial "enabler" of process innovation. In turn, only a challenge like process innovation affords maximum use of information technology's potential. Davenport provides numerous examples of firms that have succeeded or failed in combining business change and technology initiatives. He also highlights the roles of new organizational structures and human resource programs in developing process innovation. Process innovation is quickly becoming the byword for industries ready to pull their companies out of modest growth patterns and compete effectively in the world marketplace.

4,474 citations

Journal Article•DOI•
Design science in information systems research

[...]

Martin Bichler1•
Technische Universität München1
01 Apr 2006-Wirtschaftsinformatik und Angewandte Informatik

3,741 citations

Related Papers (5)
Ten principles of good business process management

[...]

27 Jul 2014-Business Process Management Journal
Jan vom Brocke, Theresa Schmiedel, Jan C. Recker, Peter Trkman, Willem Mertens, Stijn Viaene 
Culture in business process management: a literature review

[...]

19 Apr 2011-Business Process Management Journal
Jan vom Brocke, Theresa Sinnl
Business Process Management: A Research Overview and Analysis

[...]

01 Jan 2009
Danny Ting-Yi Ho, Yulong Jin, Rajeev Dwivedi
S-BPM in the Wild: Practical Value Creation

[...]

27 May 2015
Albert Fleischmann, Werner Schmidt, Christian Stary
Identifying do’s and don’ts using the integrated business process management framework

[...]

30 May 2018-Business Process Management Journal
Monika Malinova, Jan Mendling