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Article
Publication date: 3 April 2017

Martin Lehnert, Alexander Linhart and Maximilian Roeglinger

Despite an obvious connection, business process improvement and business process management (BPM) capability development have been studied intensely, but in isolation. The authors…

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Abstract

Purpose

Despite an obvious connection, business process improvement and business process management (BPM) capability development have been studied intensely, but in isolation. The authors thus aim to make the case for the research located at the intersection of both streams. The authors thereby focus on the integrated planning of business process improvement and BPM capability development as this is where, in the authors’ opinion, both streams have the closest interaction. The authors refer to the research field located at the intersection of business process improvement and BPM capability development as process project portfolio management. The paper aims to discuss these issues.

Design/methodology/approach

The authors structure the field of process project portfolio management drawing from extant knowledge related to BPM, project portfolio management, and performance management. The authors also propose a research agenda in terms of exemplary research questions and research methods.

Findings

The proposed structure shows which business objects and interactions should be considered when engaging in process project portfolio management. The research agenda contains exemplary questions structured along the intersections of BPM, project portfolio management, and performance management.

Research limitations/implications

This paper’s main limitation is that it reflects the authors’ individual viewpoints based on experiences of several industry projects and prior research.

Originality/value

This paper addresses a neglected research field, opens up new avenues for interdisciplinary BPM research, and contributes a novel perspective to the ongoing discussion about the future of BPM.

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Article
Publication date: 31 March 2020

Sandra Bammert, Ulrich Matthias König, Maximilian Roeglinger and Tabitha Wruck

Business process improvement is vital for organizations as business environments are becoming ever more volatile, uncertain, complex and ambiguous. Process improvement methods…

1803

Abstract

Purpose

Business process improvement is vital for organizations as business environments are becoming ever more volatile, uncertain, complex and ambiguous. Process improvement methods help organizations sustain competitiveness. Many existing methods, however, do not fit emerging business environments as they entail initiatives with long implementation times, high investments and limited involvement of process participants. What is needed are agile process improvement approaches. The purpose of this paper is to explore the potential of digital nudging – a concept offering tools that lead individuals to better decisions – to improve business processes.

Design/methodology/approach

Using process deviance as theoretical lens, an online experiment with 473 participants is conducted. Within the experiment, business processes and digital nudges are implemented to examine whether digital nudging can mitigate the weaknesses of existing process improvement methods.

Findings

Digital nudging can influence the decisions of process participants and entail positive process deviance that leads to process improvement opportunities. Further, the research gives a first hint on the effectiveness of different digital nudges and lays the foundation for future research.

Research limitations/implications

Since exploring a completely new field of research and conducting the experiment in a synthetic environment, the paper serves as a first step toward the combination of digital nudging, business process improvements and positive process deviance.

Originality/value

The major achievement reported in this paper is the exploration of a new field of research. Thus, digital nudging shapes up as a promising foundation for agile process improvement, a discovery calling for future research at the intersection of digital nudging and business process management.

Details

Business Process Management Journal, vol. 26 no. 6
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 10 July 2018

Simon Kratzer, Patrick Lohmann, Maximilian Roeglinger, Lea Rupprecht and Michael zur Muehlen

The design and execution of business processes are important drivers of organizational performance. Organizations design their operations around cross-functional processes…

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Abstract

Purpose

The design and execution of business processes are important drivers of organizational performance. Organizations design their operations around cross-functional processes adopting business process management (BPM) methods, tools and systems. This often involves assigning BPM accountability to senior executives such as the chief operating officer (COO), chief information officer (CIO), or chief technology officer (CTO). Some organizations appoint a chief process officer (CPO), a phenomenon raising important questions about the skills and responsibilities of this position within the top management team. The purpose of this paper is to conduct an empirical study to explore the skills and responsibilities of CPOs and differences to other executives.

Design/methodology/approach

The authors conducted an exploratory content analysis of job resumes from LinkedIn.com to investigate the skills and careers of individuals appointed as COO, CIO, CTO and CPO in organizations from different industries and sizes. The content analysis was complemented with expert interviews of CPOs to obtain rich insights into their perception of the responsibilities of this position.

Findings

CPOs possess a unique skill set to serve as change agents. Their skills enable them to serve as integrators and influencers across managerial ranks and corporate functions. COOs, CIOs and CTOs possess more specialized skills related to their corporate function, whereas CPOs are more generalists who facilitate process-oriented strategy and execution, driving cultural change throughout the organization. These findings are consistent across industry and size.

Originality/value

This is the first paper to examine the CPO position in relation to other senior executive positions. Hence, it addresses an important gap in the BPM literature which can help organizations to make informed decisions whether they need a CPO position or have it become a part-time role of one of their existing C-level positions.

Details

Business Process Management Journal, vol. 25 no. 4
Type: Research Article
ISSN: 1463-7154

Keywords

Available. Content available

Abstract

Details

Business Process Management Journal, vol. 20 no. 4
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 23 March 2020

Lukas Frank, Rouven Poll, Maximilian Roeglinger and Rupprecht Lea

Customer centricity has evolved into a success factor for many companies, requiring all corporate activities – including business processes – to be aligned with customer needs…

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Abstract

Purpose

Customer centricity has evolved into a success factor for many companies, requiring all corporate activities – including business processes – to be aligned with customer needs. With most existing approaches to business process (re-)design focusing on process efficiency, customers are often treated as second-class citizens. Despite emergent research on customer process management, there is a lack of guidance on how to design customer-centric business processes.

Design/methodology/approach

The authors conducted a structured literature review and analyzed companies awarded for outstanding customer centricity to compile design heuristics for customer-centric business processes. The authors iteratively validated and refined these heuristics with experts from academia and industry. Finally, the heuristics was grouped according to their expected impact on interaction capabilities to enable their prioritization in specific settings.

Findings

The authors proposed 15 expert-approved and literature-backed design heuristics for customer-centric business processes together with real-world examples. The heuristics aim at increasing customer satisfaction with interaction-intensive core processes, which is an important driver of corporate success.

Originality/value

The design heuristics complement existing efficiency-centered (re-)design heuristics. They reflect cognitive shortcuts that support process analysts in the generation of innovative ideas during process (re-)design. The heuristics also add to customer process management and help put customer centricity into practice.

Details

Business Process Management Journal, vol. 26 no. 6
Type: Research Article
ISSN: 1463-7154

Keywords

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Article
Publication date: 1 July 2014

Thomas Kohlborn, Oliver Mueller, Jens Poeppelbuss and Maximilian Roeglinger

More than two decades after the early works about Business Process Management (BPM) were published by the discipline's thought-leaders of that time, the authors were interested in…

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Abstract

Purpose

More than two decades after the early works about Business Process Management (BPM) were published by the discipline's thought-leaders of that time, the authors were interested in getting an assessment of what BPM has been able to achieve so far, what promises have been fulfilled, and where BPM should be heading in the future. The purpose of this paper is to discuss the above issues.

Design/methodology/approach

The authors conducted an interview with Professor Michael Rosemann, one of today's authorities in the BPM field, who shared with us his thoughts on ambidextrous BPM.

Findings

According to Michael Rosemann, the BPM community has, since its conception, put much effort in mastering exploitative BPM that focusses on analyzing and automating single processes as well as on improving such processes step-by-step. However, explorative BPM, which emphasizes radical process change, process innovation and the enabling of new business models, still is in its infancy. Professor Rosemann therefore calls for ambidextrous BPM integrating exploitative and explorative capabilities, more interdisciplinary as well as a closer collaboration between academia and practice.

Originality/value

In this interview, Michael Rosemann points to directions of future development for the BPM community, particularly with respect to explorative BPM. Michael Rosemann also highlights the skillset explorative BPM researchers and professionals should have.

Details

Business Process Management Journal, vol. 20 no. 4
Type: Research Article
ISSN: 1463-7154

Keywords

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Article
Publication date: 25 February 2025

Linda Moder, Tobias Fehrer and Maximilian Röglinger

Given today’s dynamic environment, process improvement and innovation (PII) are a central activity for business process management. Despite increasingly available process data and…

0

Abstract

Purpose

Given today’s dynamic environment, process improvement and innovation (PII) are a central activity for business process management. Despite increasingly available process data and advances in artificial intelligence, only a few works address the automation of PII, highlighting the need for so-called PII systems that support human process designers. However, previous research focuses on problem statements and expository software engineering artifacts. In contrast, design knowledge for PII systems remains scarce, presenting challenges for researchers and practitioners alike. Prescriptive knowledge could address this issue and support future PIIS development. Thus, this paper provides design knowledge for PII systems in the form of 14 design principles.

Design/methodology/approach

We follow the design science research paradigm, building on two systematic literature reviews, 20 exploratory expert interviews and two evaluation surveys.

Findings

This paper presents three design requirements and 14 design principles for PII systems as the main contribution. They help to identify necessary functionalities, guide the design and development of future PIIS and serve as a starting point toward comprehensive design knowledge for PII systems.

Originality/value

The original contribution of this paper consists of prescriptive design knowledge for PII systems based on literature and qualitative insights. To the best of our knowledge, we are the first to define design principles for PII systems, bringing together knowledge from related system classes as well as unique requirements from a process design perspective.

Details

Business Process Management Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-7154

Keywords

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Article
Publication date: 11 February 2022

Marie-Sophie Baier, Jannik Lockl, Maximilian Röglinger and Robin Weidlich

In an exploratory approach, the authors conducted a structured literature review to extract candidate process digitalization project (PDP) success factors (SFs) from the…

1906

Abstract

Purpose

In an exploratory approach, the authors conducted a structured literature review to extract candidate process digitalization project (PDP) success factors (SFs) from the literature on business process management (BPM), project management (PM) and digitalization. After that, the authors validated, refined and extended these intermediate results through interviews with 21 members of diverse PDP teams. Finally, the authors proposed the PDP success model by linking the candidate SFs with relevant success criteria.

Design/methodology/approach

Digitalization substantially impacts organizations, which increasingly use digital technologies (DTs) to improve and innovate their business processes. While there are methods and tools for identifying process digitalization ideas and related projects (PDPs), guidance on the successful implementation of PDPs is missing. Hence, the authors set out to explore PDP SFs.

Findings

The PDP success model covers 38 PDP success factor candidates, whereof 28 are already backed by the literature and ten have emerged during the interviews. Furthermore, the SFs are structured according to seven categories from the literature covering a broad range of sociotechnical topics (i.e. strategy, structure, culture, people, process, project and technology) as well as equipped with preliminary success rationales.

Originality/value

The work is the first to systematically explore PDP SFs. The PDP success model shows that PDPs require a unique set of SFs, which combine established and hitherto underrepresented knowledge. It extends the knowledge on BPM and serves as foundation for future (confirmatory) research on business process digitalization and the successful implementation of PDPs.

Details

Business Process Management Journal, vol. 28 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

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Article
Publication date: 3 February 2017

Sabiölla Hosseini, Alexandra Kees, Jonas Manderscheid, Maximilian Röglinger and Michael Rosemann

In a world of ever-changing corporate environments and reduced product life cycles, most organizations cannot afford anymore to innovate on their own. Hence, they open their…

2643

Abstract

Purpose

In a world of ever-changing corporate environments and reduced product life cycles, most organizations cannot afford anymore to innovate on their own. Hence, they open their innovation processes to incorporate knowledge of external sources and to increase their innovation potential. As the shift toward open innovation (OI) is difficult and makes many initiatives fail, the question arises which capabilities organizations should develop to successfully implement OI. As the literature encompasses mature but isolated streams on OI capabilities, there is a need for an integrated capability framework. The paper aims to discuss these issues.

Design/methodology/approach

This paper proposes the open innovation capability framework (OICF) that compiles and structures capabilities relevant for implementing OI. The OICF covers the outside-in and coupled processes of OI. To integrate multiple streams of the OI literature, the OICF builds on a structured literature review. The OICF was also validated in a two-step review process with OI experts from academia and industry.

Findings

The OICF comprises 23 capability areas grouped along the factors such as strategic alignment, governance, methods, information technology, people, and culture. To analyze the existing body of knowledge on OI capabilities, the authors compare the OICF with other OI-related capability frameworks and compile a heatmap based on the results of the literature review. The authors also discuss the experts’ feedback on individual factors of the OICF as well as on interdependencies among these factors.

Practical implications

The OICF provides practitioners with a structured overview of the capabilities to consider when implementing OI. Based on the OICF, practitioners can define the scope of their OI initiatives. They can use the OICF as a foundation for prioritizing, selecting, and operationalizing capability areas as well as for deriving implementation roadmaps.

Originality/value

The OICF is the first framework to take a holistic perspective on OI capabilities. It integrates mature but isolated research streams of OI. It helps practitioners define the scope of OI initiatives and academics gain insights into the current state of the art on OI capabilities.

Details

Business Process Management Journal, vol. 23 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

Available. Open Access. Open Access
Article
Publication date: 12 January 2021

Steven Gross, Katharina Stelzl, Thomas Grisold, Jan Mendling, Maximilian Röglinger and Jan vom Brocke

Process redesign refers to the intentional change of business processes. While process redesign methods provide structure to redesign projects, they provide limited support during…

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Abstract

Purpose

Process redesign refers to the intentional change of business processes. While process redesign methods provide structure to redesign projects, they provide limited support during the actual creation of to-be processes. More specifically, existing approaches hardly develop an ontological perspective on what can be changed from a process design point of view, and they provide limited procedural guidance on how to derive possible process design alternatives. This paper aims to provide structured guidance during the to-be process creation.

Design/methodology/approach

Using design space exploration as a theoretical lens, the authors develop a conceptual model of the design space for business processes, which facilitates the systematic exploration of design alternatives along different dimensions. The authors utilized an established method for taxonomy development for constructing the conceptual model. First, the authors derived design dimensions for business processes and underlying characteristics through a literature review. Second, the authors conducted semi-structured interviews with professional process experts. Third, the authors evaluated their artifact through three real-world applications.

Findings

The authors identified 19 business process design dimensions that are grouped into different layers and specified by underlying characteristics. Guiding questions and illustrative real-world examples help to deploy these design dimensions in practice. Taken together, the design dimensions form the “Business Process Design Space” (BPD-Space).

Research limitations/implications

Practitioners can use the BPD-Space to explore, question and rethink business processes in various respects.

Originality/value

The BPD-Space complements existing approaches by explicating process design dimensions. It abstracts from specific process flows and representations of processes and supports an unconstrained exploration of various alternative process designs.

Details

Business Process Management Journal, vol. 27 no. 8
Type: Research Article
ISSN: 1463-7154

Keywords

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