Abstract
Purpose - Business process management is still mostly associated with methods and software tools for process modeling, automation and redesign/performance analysis, with limited effort towards building and applying interdisciplinary approaches which capture the real complexity of business processes. This article elaborates a system view of business process management and presents an actionable body of knowledge to enhance process-related decisions and actions within organizations.Design/methodology/approach - A design science approach is used to build a conceptual contribution based on extended process management literature and a multi-year author experience in the area of business process engineering in both research and education contexts. Findings - A business process management system involves strategy, model, execution and performance dimensions whereas the management of a business process involves activities related to scope, structure, resource, systems, dependency, exception, performance and external integration.Research limitations/implications - The frameworks and related definitions need further theoretical development and refinement in terms of the components and reciprocal relations among system and activity elements. In this vein, the study would also benefit from real-life applications and empirical analysis.Practical implications - The article can support process implementation, maturity assessment and competence development efforts within organizations as well as be a foundational work to advance the creation of a global body of knowledge on process management.Originality/value - The article proposes a holistic perspective on business process management as a system of components and a bundle of activities, thus providing a twofold strategic and operational tool for process analysts and managers at different levels.
Purpose - Business process management is still mostly associated with methods and software tools for process modeling, automation and redesign/performance analysis, with limited effort towards building and applying interdisciplinary approaches which capture the real complexity of business processes. This article elaborates a system view of business process management and presents an actionable body of knowledge to enhance process-related decisions and actions within organizations.Design/methodology/approach - A design science approach is used to build a conceptual contribution based on extended process management literature and a multi-year author experience in the area of business process engineering in both research and education contexts. Findings - A business process management system involves strategy, model, execution and performance dimensions whereas the management of a business process involves activities related to scope, structure, resource, systems, dependency, exception, performance and external integration.Research limitations/implications - The frameworks and related definitions need further theoretical development and refinement in terms of the components and reciprocal relations among system and activity elements. In this vein, the study would also benefit from real-life applications and empirical analysis.Practical implications - The article can support process implementation, maturity assessment and competence development efforts within organizations as well as be a foundational work to advance the creation of a global body of knowledge on process management.Originality/value - The article proposes a holistic perspective on business process management as a system of components and a bundle of activities, thus providing a twofold strategic and operational tool for process analysts and managers at different levels.