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This book shows how business process management (BPM), as a management discipline at the intersection of IT and Business, can help organizations to master digital innovations and transformations. At the same time, it discusses how BPM needs to be further developed to successfully act as a driver for innovation in a digital world.℗ℓ In recent decades, BPM has proven extremely successful in managing both continuous and radical improvements in many sectors and business areas. While the digital age brings tremendous new opportunities, it also brings the specific challenge of correctly positioning and scoping BPM in organizations. This book shows how to leverage BPM to drive business innovation in the digital age. It brings together the views of the worldℓ́ℓs leading experts on BPM and also presents a number of practical cases. It addresses mangers as well as academics who share an interest in digital innovation and business process management. The book covers topics such as BPM and big data, BPM and the Internet of Things, and BPM and social media. While these technological and methodological aspects are key to BPM, process experts are also aware that further nontechnical organizational capabilities are required for successful innovation. ℗ℓThe ideas presented in this book have helped us a lot while implementing process innovations in our global Logistics Service Center. Joachim Gantner, Director IT Services, Swarovski AG Managing Processes ℗ℓℓ́ℓ everyone talks about it, very few really know how to make it work in todayℓ́ℓs agile and competitive world. It is good to see so many leading experts taking on the challenge in this book. Cornelius Clauser, Chief Process Officer, SAP SE This book provides worthwhile readings on new developments in advanced process analytics and process modelling including practical applications ℓ́ℓ food for thought how to succeed in the digital age. Ralf Diekmann, Head of Business Excellence, Hilti AG This book is as an important step towards process innovation systems. I very much like to congratulate the editors and authors for presenting such an impressive scope of ideas for how to address the challenging, but very rewarding marriage of BPM and innovation. Professor Michael Rosemann, Queensland University of Technology.

PurposeWhile researchers and practitioners agree on the importance to adapt business process management (BPM) practices to the nature of processes, the authors observe a lack of research on how to most meaningfully distinguish processes in order to apply context-specific BPM practices that increase process efficiency and effectiveness. The purpose of this paper is to systematically analyze the nature of processes as one contextual factor for BPM.Design/methodology/approachBased on a literature review, the authors systematically derive process dimensions that describe the nature of processes and apply an information-processing perspective to the process level as a theoretical lens through which to analyze and structure these process dimensions.FindingsThe authors identified 36 dimensions used to describe process differences that can be consolidated into five generic dimensions based on an information-processing perspective: interdependence of process participants, differentiation of process participants, process analyzability, variability, and importance.Research limitations/implicationsThe paper derives process dimensions from the literature and links them to extant theories as a foundation for context-sensitive BPM. The findings serve as a basis for further conceptualizing BPM and for explaining seemingly contradicting findings about whether management practices increase or decrease organizational performance.Practical implicationsWhile the paper focuses on understanding and explaining process differences, the authors also demonstrate how these dimensions can be used to make strategic management decisions in order to increase the effectiveness and efficiency of processes.Originality/valueThe authors systematically conceptualize process differences as a foundation for contingent process management. In addition, the authors demonstrate that organizational processes provide a new field of application for information-processing theory.

PurposeBusiness process management (BPM) requires a holistic perspective that includes managing the culture of an organization to achieve objectives of efficient and effective business processes. Still, the specifics of a BPM‐supportive organizational culture have not been examined so far. Thus, the purpose of this paper is to identify the characteristics of a cultural setting supportive of BPM objectives.Design/methodology/approachThe paper examines the constituent values of a BPM‐supportive cultural setting through a global Delphi study with BPM experts from academia and practice and explore these values in a cultural value framework.FindingsThe paper empirically identifies and defines four key cultural values supporting BPM, viz., customer orientation, excellence, responsibility, and teamwork. The paper discusses the relationships between these values and identifies a particular challenge in managing these seemingly competing values.Research limitations/implicationsThe identification and definition of these values represents a first step towards the operationalization (and empirical analysis) of what has been identified as the concept of BPM culture, i.e. a culture supportive of achieving BPM objectives.Practical implicationsIdentifying these cultural values provides the basis for developing an instrument that can measure how far an existing cultural context is supportive of BPM. This, in turn, is fundamental for identifying measures towards achieving a BPM culture as a necessary, yet not sufficient means to obtain BPM success.Originality/valueThe paper examines which cultural values create an environment receptive for BPM and, thus, specifies the important theoretical construct BPM culture. In addition, the paper raises awareness for realizing these values in a BPM context.

PurposeThe ten principles of good business process management (BPM) support organizations in planning and scoping the organizations' BPM approach. Derived from literature and expert panels, the principles received much attention both in research and practice. This article develops a measurement instrument to operationalize the principles and to support organizations in measuring the degree to which they incorporate the principles in their BPM approach, that way advancing their BPM capabilities.Design/methodology/approachThe authors applied the scale-development methodology, because this methodology is an established approach consisting of various techniques to develop measurement instruments. First, the authors used established techniques to develop such an instrument. Then, the authors assessed the validity and reliability of the developed instrument through a field survey with 345 participants.FindingsThe authors developed a valid and reliable measurement instrument for the ten principles of good BPM. The field survey's results reveal that the measurement instrument meets all required methodological standards. The instrument, thus, can be applied to help process owners and managers to evaluate their BPM approach and plan future actions based on potential shortcomings. Future research can both use and further develop the instrument, which serves as a conceptualization of the principles.Originality/valueThis study is the first to provide a measurement instrument for assessing an organizations' BPM practice against the ten principles of good BPM, which have become established as a much-considered and widely-used source of reference both in academia and practice. The authors also discuss how the instrument compares to and distinguishes from existing approaches to qualify BPM approaches, thus communicating the significance of the instrument.

PurposeMany researchers and practitioners suggest a contingent instead of a "one size fits all" approach in business process management (BPM). The purpose of this paper is to offer a contingency theory of BPM, which proposes contingency factors relevant to the successful management of business processes and that explains how and why these contingencies impact the relationships between process management and performance.Design/methodology/approachThe authors develop the theory by drawing on organizational information processing theory (OIPT) and applying an information processing (IP) perspective to the process level.FindingsThe premise of the model is that the process management mechanisms such as documentation, standardization or monitoring must compensate for the uncertainty and equivocality of the nature of the process that has to be managed. In turn, managing through successful adaptation is a prerequisite for process performance.Research limitations/implicationsThe theory provides a set of testable propositions that specify the relationship between process management mechanisms and process performance. The authors also discuss implications of the new theory for further theorizing and outline empirical research strategies that can be followed to enact, evaluate and extend the theory.Practical implicationsThe theory developed in this paper allows an alternative way to describe organizational processes and supports the derivation of context-sensitive management approaches for process documentation, standardization, monitoring, execution and coordination.Originality/valueThe theoretical model is novel in that it provides a contextualized view on BPM that acknowledges different types of processes and suggests different mechanisms for managing these. The authors hope the paper serves as inspiration both for further theory development as well as to empirical studies that test, refute, support or otherwise augment the arguments.

Purpose
– The purpose of this paper is to summarize an information technology (IT) initiative at Hilti Corporation that began with a local IT need and ended with the global transformation of the company's customer service processes and infrastructures. The authors highlight 12 lessons learned from the transformation, which Hilti referred to as the Global Contact Center (GCC) program.


Design/methodology/approach
– The authors analyze Hilti's GCC program based on first-hand experience. Hilti applied an innovative, wave-like implementation approach that facilitated a fast roll-out, fostered peer-to-peer knowledge transfer, and helped to overcome reluctance to change.


Findings
– The analysis of Hilti's approach to its new customer service management reveals a number of simple, yet, critical lessons learned regarding leveraging IT-driven business value through global process transformation.


Research limitations/implications
– The case report can help researchers to further theorize about IT-enabled process transformation. The GCC program resulted in significant improvements in the performance and quality of customer service processes and enabled transparent reporting and performance measurement on a global scale.


Practical implications
– Overall, the GCC case provides an illustrative example of successful process transformation at the global level that also demonstrates implementation challenges. As such, the case report can help practitioners in planning and executing similar projects toward customer service excellence.


Originality/value
– Hilti's GCC case not only provides fresh insights into a successful process transformation. As it focusses on customer service, it also concerns an application area that has received little in the way of attention from process transformation research.