Green BPM as a business-oriented discipline : a systematic mapping study and research agenda

Green Business Process Management (BPM) focuses on the ecological impact of business processes. This article provides a systematic mapping study of Green BPM literature to evaluate five attributes of the Green BPM research area: (1) scope, (2) disciplines, (3) accountability, (4) researchers and (5) quality control. The results allow developing a research agenda to enhance Green BPM as an approach for environmentally sustainable organizations. We rely on a dichotomy of knowledge production to present research directives relevant for both academics and practitioners in order to help close a rigor-relevance gap. The involvement of both communities is crucial for Green BPM to advance as an applied, business-oriented discipline

An Experiment for Measuring Business Process Maturity with Different Maturity Models

Since the 2000s, Business Process Management (BPM) has evolved into a comprehensively studied discipline that goes beyond the boundaries of particular business processes. By also affecting enterprise-wide capabilities (such as an organisational culture and structure that support a process-oriented way of working), BPM can now correctly be called Business Process Orientation (BPO). Meanwhile, various maturity models have been developed to help organisations adopt a process-oriented way of working based on step-by-step best practices. The present article reports on a case study in which the process portfolio of an organisation is assessed by different maturity models that each cover a different set of process-oriented capabilities. The purpose is to reflect on how business process maturity is currently measured, and to explore relevant considerations for practitioners, scholars and maturity model designers. Therefore, we investigate a possible difference in maturity scores that are obtained based on model-related characteristics (e.g. capabilities, scale and calculation technique) and respondent-related characteristics (e.g. organisational function). For instance, based on an experimental design, the original maturity scores are recalculated for different maturity scales and different calculation techniques. Follow-up research can broaden our experiment from multiple maturity models in a single case to multiple maturity models in multiple cases

Business process performance measurement : a structured literature review of indicators, measures and metrics

Measuring the performance of business processes has become a central issue in both academia and business, since organizations are challenged to achieve effective and efficient results. Applying performance measurement models to this purpose ensures alignment with a business strategy, which implies that the choice of performance indicators is organization-dependent. Nonetheless, such measurement models generally suffer from a lack of guidance regarding the performance indicators that exist and how they can be concretized in practice. To fill this gap, we conducted a structured literature review to find patterns or trends in the research on business process performance measurement. The study also documents an extended list of 140 process-related performance indicators in a systematic manner by further categorizing them into 11 performance perspectives in order to gain a holistic view. Managers and scholars can consult the provided list to choose the indicators that are of interest to them, considering each perspective. The structured literature review concludes with avenues for further research

How beneficial is social media for business process management? A systematic literature review

Even though the implementation of different technological tools is already a trend, there are still aspects that should be refined so that companies' business processes can be improved. This is where social media comes to the foreground. Consequently, the objective of this paper is to study the evolution of research on social media implementation in the field of business process management. A systematic literature review was carried out following a search for and selection of articles that met our objective. To classify the sampled papers, we followed validated frameworks regarding social media management and business process management. Additionally, a detailed look at the sampled case studies was done to highlight companies' experiences in the field. Our final sample comprised 47 papers that simultaneously encompassed social media and business process management. The papers were classified according to their publishing frequency, the article type, both the topics and sectors to which they belonged, their methodological approaches, and the importance for business process management capability areas as well as capability subareas. Finally, word frequency queries were used to better understand diverse social media applications in business processes and to derive practical recommendations. The necessity for a multidisciplinary approach toward business processes was detected; therefore, topics, such as psychology, business economics, or information systems, were included, emphasizing innovation strategies, including gamification, big data, or crowdsourcing. Our most important recommendation concerns the evolution of business process management through different social media tools as a means to achieve a transition toward the recommended omnichannel management approach

Organizational Culture and BPM Ambidexterity in the EU Public Sector: the FADE Model

Organizational culture plays a paramount role in the success and outcomes of Business Process Management (BPM) initiatives. So far, academic research has primarily focused on the cultural values supporting exploitative BPM, and to a greater extent in the private sector. In this study, we aim to uncover the cultural context in the international public sector, underpinning the explorative dimension of BPM, as well as the necessary capabilities to balance explorative and exploitative process management practices. The latter is defined as BPM ambidexterity. For this purpose, we have conducted case studies in European Union (EU) public sector organizations because this governmental level stimulates digital innovation and is quite varied while not being limited to a single country. Our main contribution is a model of cultural values supporting exploratory BPM, called FADE (i.e., values related to Failure allowance, Agility, Disruptiveness, and Ecosystems)

Business process management and digital innovations : a systematic literature review

Emerging technologies have capabilities to reshape business process management (BPM) from its traditional version to a more explorative variant. However, to exploit the full benefits of new IT, it is essential to reveal BPM’s research potential and to detect recent trends in practice. Therefore, this work presents a systematic literature review (SLR) with 231 recent academic articles (from 2014 until May 2019) that integrate BPM with digital innovations (DI). We position those articles against seven future BPM-DI trends that were inductively derived from an expert panel. By complementing the expected trends in practice with a state-of-the-art literature review, we are able to derive covered and uncovered themes in order to help bridge a rigor-relevance gap. The major technological impacts within the BPM field seem to focus on value creation, customer engagement and managing human-centric and knowledge-intensive business processes. Finally, our findings are categorized into specific calls for research and for action to let scholars and organizations better prepare for future digital needs

Towards a POAR artefact for process-oriented appraisals and rewards

This study tackles the misalignment challenges between Business Process Management (BPM) and Human Resource Management (HRM), and more specifically regarding employee appraisals and rewards. By following the Design-Science Research (DSR) methodology, we will develop artefacts to help managers obtain an overview of what to change for better aligning appraisals and rewards to their business processes. This work-in-progress intends to contribute to a better understanding of this BPM-HRM alignment, and will offer practical solutions to a contemporary business issue

Is Business Process Management (BPM) ready for ambidexterity? Conceptualization, implementation guidelines and research agenda

Business Process Management ambidexterity is a nascent concept providing a philosophy and framework for organizations to radically innovate their business processes, while maintaining their capabilities in process efficiency and operational excellence. Considering the novelty of this topic, there is not yet an agreed conceptualization of the term, nor a consolidated view on related implementation guidelines. We aim to address this research gap through a Systematic Literature Review, where we provide a dual conceptualization that focuses on (1) the equilibrium balance between explorative and exploitative processes, as well as (2) the organizational capability to support exploration and exploitation. Based on this conceptualization, we provide consolidated guidelines for practitioners, including decision steps, followed by a research agenda in order to let this promising domain further advance

The Effect of Organization Size and Sector on Adopting Business Process Management

The business process management (BPM) discipline is starting to recognize the importance of context-awareness. In spite of this recognition, few studies investigate the effect of diverse contextual factors on BPM. To fill this gap, the study statistically analyzes the effect of organization size and sector, as specific contextual factors, on the adoption of BPM. The latter is measured by means of BPM capabilities for which data was collected from 2309 employees in 72 organizations. The study relies on the Contingency Theory by hypothesizing that, in practice, organizations adopt BPM by taking into account factors that fit an organization’s context. Surprisingly, the results do not show a dependency between BPM adoption and organization size, suggesting that BPM adoption levels can equally be achieved by large or small organizations. In contrast, a dependency is found for organization sector (partly based on market velocity), suggesting different BPM adoption practices and/or speed in different sectors

On the Importance of Organisational Culture and Structure in Business Process Maturity.

This article is dedicated to advance knowledge of the organisational role that culture and structure may have in business process maturity. The latter is a measure for the expected business process performance. Particularly, a two-fold approach was followed to explore whether the sequence of realising both organisational concepts matters. First, data mining was applied to find an existence dependency between a process-oriented organisational culture and structure among existing maturity types. Secondly, a literature study was conducted to find management theories that explain the interrelationship between business processes and a process-oriented organisational culture and structure. It turned out that a process-oriented organisational culture and structure are important to business process maturity, but to a different degree. As the organisational culture should precede the organisational structure, no business process maturity type affects structure, without affecting culture. This finding may help organisations reorganise properly, and underpins a holistic business process management discipline