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The purpose of this study is to highlight how the digitalization of a public university through a structured Business Process Management (BPM) approach allows for a significant performance improvement, even in a bureaucratized context not inclined to process thinking.

The used research methodology centers on a single case study conducted at an Italian public university. The selected process has been examined and redesigned within the BPM lifecycle framework. The AS-IS and TO-BE state, i.e. before and after the organizational change, have been modeled according to BPMN2.0 notation and evaluated through quantitative and qualitative techniques.

The authors first carried out a literature review to identify pertinent performance indicators suitable for assessing a BPM project within a public organization. Secondarily, applying the BPM framework to the case study enabled significant improvements in the quality of the process. Third, the authors analyzed the impact on people and the organization and how to soothe the transition to a digitalized process.

The study’s findings can contribute to the existing body of knowledge on BPM as a digitalization approach in the public sector. The case study is the first of its kind in the higher education context. Its value also resides in highlighting the efficacy of using BPM as a guiding tool for making organizational and technical decisions during the implementation phase within the specific context of this paper.

Few studies have conceptualized how companies can build and nurture international dynamic marketing capabilities (IDMCs) by implementing growth hacking strategies. This paper conceptualizes growth hacking, a managerial-born process to embed a data-driven mind-set in marketing decision-making that combines big-data analysis and continuous learning, allowing companies to adapt their dynamic capabilities to the ever-shifting international competitive arenas.

Given the scarcity of studies on growth hacking, this paper conceptualizes this managerial-born concept through the double theoretical lenses of IDMCs and information technology (IT) literature.

The authors put forward research propositions concerning the four phases of growth hacking and the related capabilities and routines developed by companies to deal with international markets. Additional novel propositions are also developed based on the three critical dimensions of growth hacking: big data analytics, digital marketing and coding and automation.

Lack of prior conceptualization as well as the scant literature makes this study liable to some limitations. However, the propositions developed should encourage researchers to develop both empirical and theoretical studies on this managerial-born concept.

This study develops a detailed compendium for managers who want to implement growth hacking within their companies but have failed to identify the necessary capabilities and resources.

The study presents a theoretical approach and develops a set of propositions on a novel phenomenon, observed mainly in managerial practice. Hence, this study could stimulate researchers to deepen the phenomenon and empirically validate the propositions.