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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.

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.

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).

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

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.

This study explores how process managers perceive the adoption, use and management of process mining in practice. While research in process mining predominantly focuses on the technical aspects, our work highlights organizational and managerial implications.

We report on a focus group study conducted with process managers from various industries in Central Europe. This setting allowed us to gain diverse and in-depth insights about the needs and expectations of practitioners in relation to the adoption, use and management of process mining.

We find that process managers face four central challenges. These challenges are largely related to four stages; (1) planning and business case calculation, (2) process selection, (3) implementation, and (4) process mining use.

We point to research opportunities in relation to the adoption, use and management of process mining. We suggest that future research should apply interdisciplinary study designs to better understand the managerial and organizational implications of process mining.

The reported challenges have various practical implications at the organizational and managerial level. We explore how existing BPM frameworks can be extended to meet these challenges.

This study is among the first attempts to explore process mining from the perspective of process managers. It clarifies important challenges and points to avenues for future research.

This paper aims to study the export knowledge to be the determinant of export strategy, export commitment and export performance in carpet Industry.

Using a qualitative–quantitative approach, the unit of analysis is the individual export venturing firm in India. More in detail, a qualitative analysis was conducted through a focus group interview to explore the challenges of carpet exports. A quantitative analysis was performed using confirmatory factor analysis (CFA) and, because of covariate nature of the proposed research model, structural equation modeling to evaluate the research hypotheses.

The results emphasized that Indian carpet exports face major challenges, namely, issues of raw material that is wool, shortage of labor for weaving carpets and a lack of organization which has a negative impact on productivity and quality. Furthermore, this study shows that export knowledge directly influences the export strategy, export commitment and export performance.

Building on the results, this paper suggests corrective measures, as well as required knowledge, to formulate a strategy and boost the export performance of the carpet sector.

Business Process Management (BPM) is key for successful organisational management. However, BPM techniques are often criticized for their inability to deal with continuous and significant change and uncertainty. Following recent calls to make BPM more agile and flexible towards change, this study presents the results of a systematic literature review (SLR) of agile concepts in BPM. Analysing and synthesising previous works and drawing on agility research in the field of IS, this paper introduces a framework for agile BPM. Integrating different components that define agility in the context of BPM, this framework offers a number of important implications. On the theoretical side, the authors argue that the concept of agile BPM departs in some important ways from traditional BPM research. This, in turn, points to various opportunities for future research. On the practical side, the authors suggest that emerging technologies, such as process mining, embody important features that help organisations to be more responsive to change. The paper aims to discuss these issues.

To assess the state of the art of agility in the BPM research, the authors conducted an SLR. More specifically, the authors drew on the approach of vom Brocke et al. (2009, 2015), which consists of five steps: defining the scope of the review; conceptualising the topic; searching for literature; analysing and synthesising literature; and developing a research agenda.

This study presents the results of a systematic review of agile concepts in BPM. This study then proposes a resulting research framework that can be used to strengthen the concept of agile BPM and provides an agenda for research in this rapidly growing and increasingly necessary area of BPM.

In this paper, the authors establish a shared understanding of agile BPM and develop an agile BPM framework that represents the current state as well as implications for research and practice in agile BPM.

The purpose of this paper is to explore the phenomenon of organizational unlearning with a focus on challenging path dependence and its implications on the organizational change field. By generating a taxonomy of unlearning definitions and examining the dimensions, actors and processes involved, the authors aim to offer a holistic understanding of organizational unlearning and its potential applications for organizations facing ambiguity and uncertainty.

This conceptual paper draws the literature on organizational unlearning to map existing definitions and categorize them into a comprehensive taxonomy to propose a model focused on the outcomes.

The findings highlight that organizational unlearning involves the three main organizational dimensions (micro: individuals; meso: groups; macro: organizations) and that the macro-organizational perspective represents the best fit for the concept. Furthermore, the authors’ argue that the most appropriate process for understanding the unlearning phenomenon is through challenge, as it allows the questioning of the present and facilitates critical reflection. Finally, applying organizational unlearning to path dependence concept, the authors’ posit that organizations can overcome negative transfer effects and build new awareness to reinterpret their dependencies in light of environmental changes.

This study contributes to the literature on organizational unlearning by providing a comprehensive taxonomy of definitions, clarifying the dimensions, constructs and processes involved. The integration of challenging path dependence with organizational unlearning offers a novel perspective on the potential for organizational change field. The paper’s findings have practical implications for organizations striving to survive and develop in uncertain environments.