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Journal articles on the topic 'Business Process Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Jia-Xing Wang, Jia-Xing Wang, Si-Bin Gao Jia-Xing Wang, Cong-Er Yuan Si-Bin Gao, Da-Peng Tan Cong-Er Yuan, and Jing Fan Da-Peng Tan. "Service Process Improvement Based on Business Process Management." 網際網路技術學刊 22, no. 5 (2021): 1117–28. http://dx.doi.org/10.53106/160792642021092205015.

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Bhaskar, Lal. "Business process reengineering: A process based management tool." Serbian Journal of Management 13, no. 1 (2018): 63–87. http://dx.doi.org/10.5937/sjm13-13188.

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Baporikar, Neeta. "Business Process Management." International Journal of Productivity Management and Assessment Technologies 4, no. 2 (2016): 49–62. http://dx.doi.org/10.4018/ijpmat.2016070104.

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In today's business environment it is impossible for one or one group of people to fully know or understand all the dynamics associated with the operational business processes within an organization. This is why it is essential that companies map, monitor, analyze and collaborate on process knowledge and management improvement. It is here that organizations are looking towards Business Process Management (BPM), which would help to maximize the bottom-line impact of process improvement efforts through effective communication. It supports all elements of business processes - from modeling and do

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Llewellyn, Nick, and Colin Armistead. "Business process management." International Journal of Service Industry Management 11, no. 3 (2000): 225–43. http://dx.doi.org/10.1108/09564230010340751.

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Hull, Richard, Jan Mendling, and Stefan Tai. "Business process management." Information Systems 37, no. 6 (2012): 517. http://dx.doi.org/10.1016/j.is.2011.10.008.

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vom Brocke, Jan, Lars Mathiassen, and Michael Rosemann. "Business Process Management." WIRTSCHAFTSINFORMATIK 56, no. 4 (2014): 207–8. http://dx.doi.org/10.1007/s11576-014-0420-8.

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Becker, Jörg, Michael Rosemann, Maximilian Röglinger, and Michael zur Muehlen. "Business Process Management." Business & Information Systems Engineering 4, no. 5 (2012): 227–28. http://dx.doi.org/10.1007/s12599-012-0228-2.

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vom Brocke, Jan, Lars Mathiassen, and Michael Rosemann. "Business Process Management." Business & Information Systems Engineering 6, no. 4 (2014): 189. http://dx.doi.org/10.1007/s12599-014-0330-8.

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van der Aalst, Wil M. P., Marcello La Rosa, and Flávia Maria Santoro. "Business Process Management." Business & Information Systems Engineering 58, no. 1 (2016): 1–6. http://dx.doi.org/10.1007/s12599-015-0409-x.

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Pernici, Barbara, and Mathias Weske. "Business process management." Data & Knowledge Engineering 56, no. 1 (2006): 1–3. http://dx.doi.org/10.1016/j.datak.2005.02.003.

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Dustdar, Schahram, José Luiz Fiadeiro, and Amit Sheth. "Business process management." Data & Knowledge Engineering 64, no. 1 (2008): 1–2. http://dx.doi.org/10.1016/j.datak.2007.06.004.

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12

Vidgen, Richard, and Xiaofeng Wang. "From Business Process Management to Business Process Ecosystem." Journal of Information Technology 21, no. 4 (2006): 262–71. http://dx.doi.org/10.1057/palgrave.jit.2000076.

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New technologies, notably service-oriented architectures and Web services, are enabling a third wave of business process management (BPM). Supporters claim that BPM is informed by complexity theory and that business processes can evolve and adapt to changing business circumstances. It is suggested by BPM adherents that the business/IT divide will be obliterated through a process-centric approach to systems development. The evolution of BPM and its associated technologies are explored and then coevolutionary theory is used to understand the business/IT relationship. Specifically, Kauffman's NKC

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Umurzakov, Sardor. "Business Process Management in Financial and Non-Financial Institutions: Payment Process Modelling in Financial Flows Management." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 3, no. 5 (2017): 50–54. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.35.1006.

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Business process management is a progressively developing area of science, which is seen as the most modern and forward-looking innovative. Modern business operations remain highly dependent on IT solutions to steer the processes. Business process management solutions have been the clue for easing daily business operations. IT solutions have actively penetrated the working environment in all areas of business, especially the financial sector. It is beyond to imagine modern financial markets and institutions without IT software support. Not only billing, calculation and payment processes, even

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Trkman, Peter, Willem Mertens, Stijn Viaene, and Paul Gemmel. "From business process management to customer process management." Business Process Management Journal 21, no. 2 (2015): 250–66. http://dx.doi.org/10.1108/bpmj-02-2014-0010.

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Purpose – The purpose of this paper is to argue that in order to achieve customer centricity through business process management (BPM), companies have to obtain the profound understanding of customers’ processes and when necessary change not only the interactions with but also the processes of their customers. A method is presented that allows doing this in a systematic manner. Design/methodology/approach – A case study of a large multinational company was conducted. Several different sources and methods were used, including document analysis, interviews and a qualitative analysis of responses

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Giacosa, Elisa, Alberto Mazzoleni, and Antonio Usai. "Business Process Management (BPM)." Business Process Management Journal 24, no. 5 (2018): 1145–62. http://dx.doi.org/10.1108/bpmj-07-2017-0211.

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Purpose Although Business Process Management (BPM) is a critical issue and small- and medium-sized family firms (SMFFs) frequently adopt process organization, very little literature focuses on the processes by which family firms remain distinctive (Chrisman et al., 2016) or on their approach to BPM. The current research aims to fill this gap by analyzing dynamic companies’ attitudes to process-driven ability that concern exploitative as well as explorative processes. The purpose of this paper is to identify which kinds of dimensions may build an ambidextrous state in BPM in SMFFs, also favored

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Bazan, Patricia, and Elsa Estevez. "Social business process management." Business Process Management Journal 26, no. 1 (2019): 191–211. http://dx.doi.org/10.1108/bpmj-09-2017-0257.

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Purpose The purpose of this paper is to assess the state of the art of social business process management (Social BPM), explaining applied approaches, existing tools and challenges and to propose a research agenda for encouraging further development of the area. Design/methodology/approach The methodology comprises a qualitative analysis using secondary data. The approach relies on searches of scientific papers conducted in well-known databases, identifying research work related to Social BPM solutions and those contributing with social characteristics to BPM. Based on the identified papers, t

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Badakhshan, Peyman, Kieran Conboy, Thomas Grisold, and Jan vom Brocke. "Agile business process management." Business Process Management Journal 26, no. 6 (2019): 1505–23. http://dx.doi.org/10.1108/bpmj-12-2018-0347.

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Purpose 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 cont

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18

Scheer, August-Wilhelm, and Helge Heß. "Business Process/Performance Management." Controlling 21, no. 3 (2009): 145–52. http://dx.doi.org/10.15358/0935-0381-2009-3-145.

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19

Grefen, Paul. "Networked Business Process Management." International Journal of IT/Business Alignment and Governance 4, no. 2 (2013): 54–82. http://dx.doi.org/10.4018/ijitbag.2013070104.

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In the current economy, a shift can be seen from stand-alone business organizations to networks of tightly collaborating business organizations. To allow this tight collaboration, business process management in these collaborative networks is becoming increasingly important. This paper discusses automated support for this networked business process management: automated means to manage business processes that span multiple autonomous organizations. The author starts this paper with a treatment of intra- and inter-organizational business processes to provide a conceptual background for business

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Wensley, Anthony. "Business process management revisited." Knowledge and Process Management 10, no. 4 (2003): 217. http://dx.doi.org/10.1002/kpm.185.

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21

Melnyk, Leonid, Lyudmila Kalinichenko, Yuliia Rozghon, Oleksandr Derykolenko, Oksana Kovtun, and Oleg Tulyakov. "Prospects of business process management based on chatbots." Problems and Perspectives in Management 22, no. 2 (2024): 197–212. http://dx.doi.org/10.21511/ppm.22(2).2024.16.

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The relevance of the study is due to the growing need to use chatbots to optimize business processes. The purpose is to form a theoretical basis and practical tools for increasing the efficiency of using chatbots in business processes. The theoretical basis involves substantiating the theoretical foundations of forming a conditional chatbot profile for an optimization system. The practical toolkit includes chatbot components that depend on the complexity of tasks, the type of services, the specifics of customers, financial conditions, and other features of business processes. The result is the

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22

Pritchard, Jean‐Philip, and Colin Armistead. "Business process management – lessons from European business." Business Process Management Journal 5, no. 1 (1999): 10–35. http://dx.doi.org/10.1108/14637159910249144.

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23

Mahmoodzadeh, E., Sh Jalalinia, and F. Nekui Yazdi. "A business process outsourcing framework based on business process management and knowledge management." Business Process Management Journal 15, no. 6 (2009): 845–64. http://dx.doi.org/10.1108/14637150911003748.

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24

Bae, Hyerim, Sanghyup Lee, and Ilkyeong Moon. "Planning of business process execution in Business Process Management environments." Information Sciences 268 (June 2014): 357–69. http://dx.doi.org/10.1016/j.ins.2013.12.061.

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Nadarajah, Devika, and Sharifah Latifah Syed A. Kadir. "Measuring Business Process Management using business process orientation and process improvement initiatives." Business Process Management Journal 22, no. 6 (2016): 1069–78. http://dx.doi.org/10.1108/bpmj-01-2014-0001.

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Purpose Past research examining Business Process Management (BPM) mainly focussed on either process alignment, business process orientation (BPO) or process improvement initiative (PII) constructs. However, based on the definition of BPM by Zairi (1997) and Lee and Dale (1998), BPM comprises all the elements of process alignment, BPO and PII. Hence, the purpose of this paper is to present a total view of measuring BPM through combining BPO and PIIs. Design/methodology/approach Quantitative research technique was applied for this study. The study was carried out in Malaysia. Close-ended survey

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26

Matviienko, Maryna. "THE PORT BUSINESS PROCESS ANALYSIS AS THE MANAGEMENT MODEL." Development of Management and Entrepreneurship Methods on Transport (ONMU) 79, no. 2 (2022): 18–26. http://dx.doi.org/10.31375/2226-1915-2022-2-18-26.

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Abstract.The research presented in this article is aimed at developing a methodology for decomposing business processes that take place in the port, into components and finding optimal approaches to their management within the port enterprises. The aims are to carry out a schematic grouping of operations and management decisions of port operators by management areas and to analyze the role of business processes in achieving enterprises commercial goals. Different approaches to structuring business processes are consi-dered, and the methodology used in this article, based on UML (Unified Modeli

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27

Dymora, Paweł, Maciej Koryl, and Mirosław Mazurek. "Process Discovery in Business Process Management Optimization." Information 10, no. 9 (2019): 270. http://dx.doi.org/10.3390/info10090270.

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Appropriate business processes management (BPM) within an organization can help attain organizational goals. It is particularly important to effectively manage the lifecycle of these processes for organizational effectiveness in improving ever-growing performance and competitivity-building across the company. This paper presents a process discovery and how we can use it in a broader framework supporting self-organization in BPM. Process discovery is intrinsically associated with the process lifecycle. We have made a pre-evaluation of the usefulness of our facts using a generated log file. We a

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28

Zairi, Mohamed, and David Sinclair. "Business process re‐engineering and process management." Management Decision 33, no. 3 (1995): 3–16. http://dx.doi.org/10.1108/00251749510085021.

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29

Vugec, Dalia Suša. "Defining Social Business Process Management." International Journal of E-Services and Mobile Applications 11, no. 1 (2019): 68–82. http://dx.doi.org/10.4018/ijesma.2019010105.

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Business process management (BPM) is a holistic discipline which is focused on improving organizational performance by managing the business processes of the organization. In recent decades, it has been widely accepted and implemented across many different organizations with some success. However, there were some issues regarding the traditional approach to BPM, like the reality-model divide, etc. As a response, a new discipline, called social BPM has emerged which is based on the principles of social software. For the purpose of this article, a Delphi study has been conducted with the aim of

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30

Glykas, Michael, George Valiris, Angelika Kokkinaki, and Zoi Koutsoukou. "Banking Business Process Management Implementation." International Journal of Productivity Management and Assessment Technologies 6, no. 1 (2018): 50–69. http://dx.doi.org/10.4018/ijpmat.2018010104.

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Scholars and practitioners in the fields of Business Process Management (BPM), performance measurement and business information systems tend to use different approaches for implementing BPM Programs without arguing about the quality strategy set to ensure successful implementation and adoption. This lack of quality standards makes it difficult for researchers and practitioners to build on each other's work. The purpose of this article is to present a model for a BPM Program implementation in the banking sector. The authors' four steps implementation model is based on a quality strategy monitor

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31

Thamer, Jens. "Business Process Management steigert Wettbewerbsfähigkeit." ATZproduktion 1, no. 5 (2008): 58–61. http://dx.doi.org/10.1007/bf03224090.

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Thamer, Jens. "Business Process Management improves competitiveness." ATZproduktion worldwide 1, no. 5 (2008): 38–41. http://dx.doi.org/10.1007/bf03224180.

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33

Armistead, Colin. "Principles of business process management." Managing Service Quality: An International Journal 6, no. 6 (1996): 48–52. http://dx.doi.org/10.1108/09604529610149239.

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van der Aalst, Wil. "Spreadsheets for business process management." Business Process Management Journal 24, no. 1 (2018): 105–27. http://dx.doi.org/10.1108/bpmj-10-2016-0190.

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Purpose Process mining provides a generic collection of techniques to turn event data into valuable insights, improvement ideas, predictions, and recommendations. This paper uses spreadsheets as a metaphor to introduce process mining as an essential tool for data scientists and business analysts. The purpose of this paper is to illustrate that process mining can do with events what spreadsheets can do with numbers. Design/methodology/approach The paper discusses the main concepts in both spreadsheets and process mining. Using a concrete data set as a running example, the different types of pro

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Yue, Wei T., and Dongming Xu. "IT-enabled business process management." Information Systems and e-Business Management 14, no. 4 (2016): 691–92. http://dx.doi.org/10.1007/s10257-016-0335-6.

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Pagano, Rosane. "Knowledge and Business Process Management." European Journal of Information Systems 12, no. 2 (2003): 159–60. http://dx.doi.org/10.1057/palgrave.ejis.3000452.

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JENNINGS, N. R., P. FARATIN, M. J. JOHNSON, T. J. NORMAN, P. O'BRIEN, and M. E. WIEGAND. "AGENT-BASED BUSINESS PROCESS MANAGEMENT." International Journal of Cooperative Information Systems 05, no. 02n03 (1996): 105–30. http://dx.doi.org/10.1142/s0218843096000051.

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This paper describes work undertaken in the ADEPT (Advanced Decision Environment for Process Tasks) project towards developing an agent-based infrastructure for managing business processes. We describe how the key technology of negotiating, service providing, autonomous agents was realized and demonstrate how this was applied to the BT (British Telecom) business process of providing a customer quote for network services.

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Weske, M., W. M. P. van der Aalst, and H. M. W. Verbeek. "Advances in business process management." Data & Knowledge Engineering 50, no. 1 (2004): 1–8. http://dx.doi.org/10.1016/j.datak.2004.01.001.

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Dumas, Marlon, and Manfred Reichert. "Guest editorial: Business process management." Data & Knowledge Engineering 68, no. 9 (2009): 775–76. http://dx.doi.org/10.1016/j.datak.2009.02.011.

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Dayal, Umeshwar, Johann Eder, and Hajo A. Reijers. "Guest editorial: Business process management." Data & Knowledge Engineering 70, no. 5 (2011): 407–8. http://dx.doi.org/10.1016/j.datak.2011.02.001.

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Edgar, Robert. "HPT and business process management." Performance Improvement 43, no. 2 (2004): 14–17. http://dx.doi.org/10.1002/pfi.4140430205.

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Poltarykhin, Andrey L., and Ivan V. Kharlamov. "BUSINESS PROCESS MANAGEMENT SYSTEM DEVELOPMENT." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 4/4, no. 157 (2025): 120–27. https://doi.org/10.36871/ek.up.p.r.2025.04.04.017.

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Optimization of business processes is considered as a necessary condition for the sustainable operation of enterprises in conditions of increased competition and external restrictions. The key role in process management is assigned to the internal control system. The article discusses the formation and development of a business process management system. The following methods were used in the preparation of the study: comparative, statistical and mathematical analysis, generalization of regulatory legal acts, scientific publications, as well as graphic methods for presenting data. As part of t

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Garnova, A. "Business Process Management in Retail." Scientific Research and Development. Economics of the Firm 13, no. 4 (2025): 56–61. https://doi.org/10.12737/2306-627x-2025-13-4-56-61.

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In unstable conditions, retail enterprises focus their efforts on ensuring the reliability and rhythm of their activities. In this case, improving business processes will effectively ensure the maintenance of sustainability of the retail business in the environment, and will also allow developing new consumer values. The article is devoted to identifying the features of business process management in the field of trade and developing recommendations for improving the regulation of business processes. The main concepts and approaches to business process management and types of business processe

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Kuznetsov, S. Y., and I. V. Rudenko. "BUSINESS PROCESS MANAGEMENT (BPM) IN STRATEGIC MANAGEMENT." Strategic decisions and risk management, no. 2 (June 25, 2015): 92–98. http://dx.doi.org/10.17747/2078-8886-2015-2-92-98.

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Operational management of business processes is a key success factor. We reduce tactical level to the two generic concepts: current measures (higher layers) and business processes (the lower layers). For successful execution of business strategy leading companies transform to process-oriented (tactical level) and customer-oriented organizations (strategic level). We propose classification of business processes on criteria. Widening of automated business processes enables companies to become process leaders in the competitive proposition of value to consumers. The BPM concept turns into a long-

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Taraskina, Yulia Victorovna, Eseniya Anatolievna Azizova, and Anna Alekseevna Kushner. "Planning business process reengineering as business management tool." Vestnik of Astrakhan State Technical University. Series: Economics 2020, no. 1 (2020): 37–47. http://dx.doi.org/10.24143/2073-5537-2020-1-37-47.

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The article presents the methodical recommendations on planning the reengineering procedure of industrial enterprises. The industrial enterprise reengineering is defined as an effective management tool to overcome the inertia that arises in the process of managing industrial enterprises, to optimize the management system and to rebuild ineffective business processes. It has been stated that reengineering makes it possible for any economic system to function successfully, to adapt to changing environmental conditions, to increase manageability and to achieve goals in the shortest possible time

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KOPF, Oliver, and Daniel HOMOCIANU. "The Business Intelligence Based Business Process Management Challenge." Informatica Economica 20, no. 1/2016 (2016): 7–19. http://dx.doi.org/10.12948/issn14531305/20.1.2016.01.

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SIDOROVA, Elena Yu, and Galina V. TIMOKHOVA. "Media asset management and process approach in business process management." International Accounting 24, no. 3 (2021): 316–37. http://dx.doi.org/10.24891/ia.24.3.316.

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Subject. This article explores the problems of digital management in business process management. Objectives. The article aims to investigate the methodological problems of digital management and process approach application in business process management. Methods. For the study, we used a content analysis of the scientific literature on the subject, and generalization techniques. Results. The article offers our own original approach and assessment and substantiates methodological provisions to identify the positive and negative aspects of digital transformation in relation to business and eco

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Gómez Velázquez, Karel, Daniel Gálvez Lio, and Gheisa Lucía Ferreira Lorenzo. "Business processes in business management." Revista Metropolitana de Ciencias Aplicadas 2, no. 3 (2019): 99–111. http://dx.doi.org/10.62452/cdw3nd71.

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Over time, companies have organized themselves in different ways to develop the economy. During the industrial era they organized themselves as a collection of tasks that, according to the knowledge of the time, allowed economies of scale. At the end of the 20th century, new organizational structures emerged, such as the product line and the matrix. More recently, these architectures have evolved in a way that aligns people, work and capital with the processes that create value for the client. Business process management is a business methodology whose objective is to improve efficiency throug

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DANYLIUK, Viacheslav, and Anhelina SALII. "ASSESSMENT OF THE INNOVATIVE MANAGEMENT PROCESS OF A BUSINESS ORGANIZATION." Herald of Khmelnytskyi National University. Economic sciences 322, no. 5 (2023): 299–305. http://dx.doi.org/10.31891/2307-5740-2023-322-5-48.

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The article analyzes approaches to the evaluation of the process of managing the innovative activity of a business organization, and gives an example of such a process in a production-type organization. The relationship between the process of evaluating innovative activity and measuring the effectiveness of business organization activity is shown, a comparison of modern and traditional approaches to evaluating the effectiveness of business organization activity is made, and common points with the process of evaluating the management of innovative activity are identified. The characteristics of

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Vasiliev, A. A., and A. V. Goryachev. "Applying Process Mining to Process Management." LETI Transactions on Electrical Engineering & Computer Science 16, no. 3 (2023): 52–59. http://dx.doi.org/10.32603/2071-8985-2023-16-3-52-59.

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Deals with the intellectual analysis of processes (Process Mining), which has recently gained popularity in various organizations. It is based on the construction of business process models in a specific area (for example, in the field of project management) based on event logs, providing a more accurate understanding of the actions occurring in business processes for the purpose of their subsequent analysis and improvement. The article defines process mining, event logs, lists the main tasks, algorithms and view models. The authors propose a methodology that can be used in the application of

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