Business Process Management Paradigm Research Articles

BPM challenges, limitations and future development directions – a systematic literature review

PurposeThe aim of this paper is to identify the main challenges and limitations of current business process management (BPM) development directions noticed by researchers, as well as to define the areas of the main BPM paradigm shifts necessary for the BPM of tomorrow to meet the challenges posed by Industry 4.0 and the emerging Industry 5.0. This is extremely important from the perspective of eliminating the existing broadening gap between the considerations of academic researchers and the needs of business itself.Design/methodology/approachA systematic literature review was conducted on the basis of the resources of two digital databases: Web of Science (WoS) and SCOPUS. Based on the PRISMA protocol, the authors selected 29 papers published in the last decade that diagnosed the challenges and limitations of modern BPM and contained recommendations for its future development. The content of the articles was analyzed within four BPM core areas.FindingsThe authors of the selected articles most commonly point to the areas of organization (21 articles) and methods and information technology (IT) (22 articles) in the context of the challenges and limitations of current BPM and the directions of recommended future BPM development. This points to the prevalence among researchers of the perspective of Industry 4.0 – or focus on technological solutions and raising process efficiency, with the full exclusion or only the partial signalization of the influence of implementing new technologies on the stakeholders and in particular – employees, their roles and competencies – the key aspects of Industry 5.0.Research limitations/implicationsThe proposal of BPM future development directions requires the extension of the BPM paradigm, taking into account its holistic nature, especially unpredictable, knowledge-intensive business processes requiring dynamic management, the need to integrate BPM with knowledge management (KM) and the requirements of Industry 5.0 in terms of organizational culture. The limitation is that the study is based on only two databases: WoS and SCOPUS and that the search has been narrowed down to publications in English only.Practical implicationsThe proposal of BPM future development directions also requires the extension of the BPM paradigm, taking into account the specific challenges and limitations that managers encounter on a daily basis. The presented summaries of the challenges and limitations resulting from the literature review are accompanied by recommendations that are primarily dedicated to practitioners.Social implicationsThe article indicates the area people and culture as one of the four core areas of BPM. It emphasizes the necessity to account to a greater degree for the influence of people, their knowledge, experience and engagement, as well as formal and informal communication, without which it is impossible to use the creativity, innovativeness and dynamism of the individual and the communities to create value in the course of business process execution.Originality/valueTo the authors' knowledge, this is the first systematic review of the literature on the limitations of modern BPM and its future in the context of Industry 4.0 and Industry 5.0.

Business Relationship in Business Process Management and Management with the Literature Review Method

In an increasingly globalized and digitized environment, businesses face various challenges. Rising costs, intense competition, rapidly evolving technology, increasingly demanding and privileged consumers, and the demands of a socially changing society. In this respect, the effectiveness and efficiency of the operation of the business organization are realized. This article addresses the following fundamental scientific questions at a theoretical level: How important is Business Process Management (BPM) concerning Quality Management (QM)? Is BPM the QM axis? The relationship between business process management and quality management needs to be studied more interdisciplinary. This study aims to build this relationship. The research methods used are literature review and critical analysis of scientific sources. Academic papers and other sources published within two years (2021–2022) were analyzed to look for research findings on the relationship between BPM and QM. The results show confusion and overlap between different QM and BPM paradigms. The BPM paradigm can be considered an integral part of almost every primary quality management paradigm. BPM is like a horizontal domain that encompasses different quality management paradigms. The conclusions drawn are helpful for organizations implementing quality systems. Integrating BPM into quality management systems and tools creates the conditions for an organization to develop effectively and efficiently. A limitation of this study is the paucity of quantitative studies on scholarly sources. In the future, it may be helpful to conduct systematic literature reviews that include quantitative analyzes of scientific studies.

Industry 4.0 and business process management: state of the art and new challenges

PurposeThe objective of the work is to analyze the impact of the Internet of Things (IoT) concepts and associated technologies in the framework of organizations and the management of their processes and how event orientation, as well as the structure of said business processes, can play an important role in this new organizational model. The main contribution of this work is to present a conceptualization of the research, identify approaches and challenges that require further study, and as a result, a proposal for future research.Design/methodology/approachThe methodology comprises a qualitative analysis using secondary data. The approach relies on searches of scientific papers conducted in well-known databases, identifying research work around the IoT and Industry 4.0 applied to business process management. Based on the identified papers, the authors selected the most relevant and the latest publications, and categorized their contributions and findings based on open and selective coding. In total, the analysis is based on 95 papers that were selected and analyzed in depth.FindingsThe results of this research allow analyzing and ordering the existing contributions around Industry 4.0 and its impact on current organizations. The proposed conceptualization was derived from the analysis of the state of the research and identifies four categories: (1) improvements caused by Industry 4.0 and its impact on inter-organizational relations, (2) new architectural models and infrastructure of remote resources, their movement from the cloud to the edge and its effect on business processes, (3) context-aware concepts brought to business process management (BPM) linked to unstructured business processes and (4) complex event processing as a possible means for business processes sensitive to IoT signals.Practical implicationsThe construction of current software ecosystems is strongly affected by the variety of information sources that feed them, as well as their volume. In addition, business processes represent organizations internally and are challenged to transcend the limits of companies due to the mentioned changes in software ecosystems. Industry 4.0 in conjunction with BPM re-defines the business process management paradigm and leads them to acquire the dynamism and sensitivity to the context that they usually did not have, as well as force them to move toward distributed platforms.Originality/valueThis paper assesses the state of the art in Industry 4.0 and business process management. The area can be defined as the intersection of two bigger areas highly relevant for organizations; on the one hand, the management and execution of business processes; and on the other hand, new conceptual, technological and methodological challenges to information systems that have to become more sensitive to event processing and also have to consume a large volume of data permanently and ubiquitously.

The Link between Business Process Management and Quality Management

In an environment of intense globalization and digitalization, business organizations are increasingly faced with various challenges such as rising costs, strong competition, rapidly evolving technologies, increasingly demanding and whimsical consumers, and, in social terms, changing societal demands. It is within this context that the effectiveness and efficiency of the management of business organizations is actualized. The paper addresses the following fundamental questions regarding the scientific problem at the theoretical level: What is the place of Business Process Management (BPM) in the context of Quality Management (QM)? Should BPM be the axis of QM? There is a lack of interdisciplinary research on the link between Business Process Management and Quality Management, and this study aims to ground this link. Methods of the research are literature review and the critical analysis of the scientific sources on the issue. The findings show that there exists confusion, overlaps among different paradigms of QM and BPM. The BPM paradigm might be considered as an integral part of almost all essential quality management paradigms. BPM is like a horizontal area “crossing” different paradigms of quality management (e.g., TQM, SMS, Lean, Six Sigma). The conclusions drawn are useful for organizations that implement quality management systems. The integration of BPM into quality management systems and tools creates preconditions for the development of an effective and efficient organization.

The O3-Farm Project: First Evaluation of a Business Process Management (BPM) Approach through the Development of an Experimental Farm Management System for Milk Traceability

The modeling of farm workflows, and the use of a business process management (BPM) paradigm, could enable improvement in the development of farm management information systems (FMIS). A rapid design of software applications could be possible and quick development, intrinsically service oriented, could be achieved through the use of a software suite for the implementation of BPM diagrams. As the first evaluation of this paradigm, an experimental FMIS was developed considering a “use-case” whose target was to develop a hardware and software solution for the traceability of milk. The outcomes of this activity have shown that the software application developed (O3-Farm) was able to provide all features of the database application previously used for the traceability of milk. At the same time, it was able to provide some new features such as increased usability, portability and efficiency. Also, the chance to integrate it with other possible software applications was increased as a result of a better sharing of agricultural data. This seems to suggest that a design, and a software suite, based on the BPM paradigm, could be a valid way for the development of FMIS also in line with the farm software environment models if its abilities to describe, use and deploy, workflows and software services are taken into consideration.

Empowerment of Patients with Hypertension through BPM, IoT and Remote Sensing.

Hypertension affects one in five adults worldwide. Healthcare processes require interdisciplinary cooperation and coordination between medical teams, clinical processes, and patients. The lack of patients’ empowerment and adherence to treatment makes necessary to integrate patients, data collecting devices and clinical processes. For this reason, in this paper we propose a model based on Business Process Management paradigm, together with a group of technologies, techniques and IT principles which increase the benefits of the paradigm. To achieve the proposed model, the clinical process of the hypertension is analyzed with the objective of detecting weaknesses and improving the process. Once the process is analyzed, an architecture that joins health devices and environmental sensors, together with an information system, has been developed. To test the architecture, a web system connected with health monitors and environment sensors, and with a mobile app have been implemented.

An XML-based process definition language for integrated process management

Business processes are increasingly recognized as important corporate assets that need to be managed throughout their lifecycle. Specially, interests in supply chain management and virtual enterprises require a new paradigm that provides lifecycle support for business processes. Integrated Process Management (IPM) has been proposed as a business process management paradigm that aims at integrating processes using eXtensible Markup Language (XML) and supporting design, analysis, automation, and management of business process knowledge. This paper introduces IPM–PDL, an XML-based process definition language for IPM. Process definitions and related data are integrated using XML which will be translated to a colored Petri Net. Various analysis and simulation can be performed to check the validity of a new process and estimate its performance. The paper also introduces ProcessWare, a prototype system for IPM–process definition language (PDL), along with an extended example which will demonstrate how IPM can effectively manage business processes throughout their lifecycle ranging from process modeling to process knowledge management.

Sustaining the corporation: 4 Cs for motivation and transformation in the business process management paradigm

Sustaining the corporation: 4 Cs for motivation and transformation in the business process management paradigm