Integration Of Business Process Management Research Articles

A Comprehensive Bibliometric Analysis of Business Process Management and Knowledge Management Integration: Bridging the Scholarly Gap

In the ever-evolving landscape of organisational optimisation, the integration of business process management (BPM) and knowledge management (KM) emerges as a critical challenge. Beyond the opportunity to expedite the improvement of the organisation’s operations, this integration serves as a gateway to unlocking the full potential of organisational knowledge and digital transformation. With its comprehensive evaluation of the dimensions of research on BPM and KM, this article aims to unveil predominant topics and evolving trends within this intersection. By doing so, it seeks to catalyse meaningful advancements in organisational management practices, underscoring the relevance and importance of this topic to the audience. The authors conducted a rigorous research process. Using bibliographic analysis, they selected 359 publications from the Scopus database. They employed performance analysis and scientific mapping methods to extract meaningful insights facilitated by MS Excel and VOSviewer applications. Additionally, they conducted an in-depth analysis of 37 publications chosen through bibliographic coupling analysis. The findings highlight a significant gap in the scholarly discourse on BPM and KM, which is evident in the limited research outcomes and minimal influence on decision-making processes. This study reiterates the need for increased dedication to this research realm, particularly in areas identified in the future research agenda recommendations, to stimulate significant advancements in organisational management practices. This paper stands out from the up-to-date reviews by offering a unique contribution to the BPM and KM integration field. While these reviews often focus on specific niches within the broader domain, this study takes a holistic approach. It provides a comprehensive overview of the existing literature on integrating BPM and KM, delving into the quantity and quality of existing research. It also identifies emerging themes and potential directions for future scholarship, ensuring a robust understanding of the integrative landscape of BPM and KM.

ТЕХНОЛОГІЯ, ПЕРЕВАГИ ТА РИЗИКИ ВІРТУАЛЬНОГО ПІДПРИЄМСТВА

The need to increase the level of customer satisfaction, the improvement of permanent relations with consumers and the development of modern markets under the conditions of globalization lead to the creation of such an organizational form as a virtual enterprise. The relevance of this problem comes from the constant growth of global networks, digital and information technologies, which stimulates the development of a new type of economic relations, which leads to an inevitable change in traditional concepts of doing business. The reason for the appearance of the concept of a virtual enterprise is definitely the rapid spread of modern Internet technologies, within which new opportunities for communication and cooperation of autonomous and geographically distant enterprises are implemented. The emergence of new information technologies opens up new opportunities for business organization. At the current stage, it is not the restructuring of the production cycle or the reworking of the business process, but technologies using the Internet that form the information infrastructure of support for virtual enterprises. It should provide communication and integration, joint management, including modeling of the interaction of participants and support of work execution. In the modern economy, one of the key factors of the competitiveness of enterprises are: timely response to market changes, speed of production and delivery of goods, adaptive and rational methods of conducting business, effectiveness of the enterprise's marketing strategy. The article describes the virtual enterprise technology, which implements a qualitatively new integration of business process management. The basic aspects of the functioning of virtual enterprises, as well as information technologies, without which this functioning is impossible, are considered. An analysis of key factors that are critical for the existence of a virtual enterprise is carried out, the main requirements for workflow systems to support inter-organizational processes are considered. The ability to quickly respond to market changes at critically low costs from the point of view of traditional business and the ability to make a virtual business profitable with smaller capital investments, in shorter terms and with significantly less financial risk are considered. Possible organizational structures of a virtual enterprise are presented. Advantages and risks of doing business on the basis of a virtual enterprise are provided.

DT4BPM: A proposed approach for combining Digital Transformation and Business Process Management

Business Process Management (BPM) and Digital Transformation (DT) are two interconnected concepts. BPM involves identifying, analyzing, and improving business processes, while Digital Transformation leverages digital technologies to transform business operations. BPM provides the foundation for digital transformation by optimizing processes, and digital technologies enhance BPM by providing data, analytics, and automation tools. Together, BPM and digital transformation enhance business operations and lead to better customer experiences and increased profitability. Ultimately, the integration of BPM and digital transformation is a strategic imperative for organizations seeking to thrive in today’s digitally driven landscape. A new approach combining BPM and DT named DT4BPM is proposed in this paper. DT4BPM takes advantage from both approaches and will have a lifecycle which includes in the proper way phases and sub-phases that were obtained through a positioning of each of the lifecycles of BPM and DT.

Towards Integration of Business Process Management and Knowledge Management. IT Systems’ Perspective

Abstract The processes of globalisation, the ongoing threat of the COVID-19 epidemic, the continuing war in Ukraine, and constantly emerging new technological solutions require organisations to adapt to changes constantly. Meanwhile, implemented business process management (BPM) often fails to integrate processes and knowledge resources. The awareness of the IT systems’ role in management processes is still lacking. These premises influenced the implementation of the main research goal to identify the approach of Polish private and public enterprises and various industries to the BPM integration with knowledge management (MK) in the context of using new information technologies. The presented research results justify the usefulness of building relationships between the process and knowledge resources under dynamically changing conditions using IT systems. The diagnostic survey results confirmed the key importance of developing such BPM and MK elements as evidence-based decisions, strategic goals, measurement systems, databases, digital innovations, and IT use for data processing. The presented material can support managers of various organisation types in decision-making processes by fully understanding the IT systems’ role and potential in process and knowledge management. Also, the article’s implications are a source of guidelines, helping organisations to implement management systems based on modern technologies. The value of the publication is a wide range of respondents: 107 large, medium, small, and micro-enterprises operating in Poland. The article’s research results also concern economic activities such as production, logistics, transport, banking, insurance, IT, telecommunications/ media, public administration, healthcare/pharmaceuticals, consulting, energy, and construction.

Organizational approaches to the formation of the financial control system in the activities of financial market participants

Introduction. The modern economy is characterized by the introduction of integrated business process management systems that allow optimizing the process of making and controlling management decisions based on the formation and use of an information-analytical model, which contributes to the optimal use of the company's investment resources in the long term. In this, when regulating financial market processes, there is an urgent need to implement a controlling system that allows you to take into account the above circumstances and build a system of effective management of investment resources. Goal. Based on the generalization of research by scientists and the practical experience of business entities, offer practical recommendations on the formation of a financial controlling system for financial market participants. Method (methodology). The methods of system analysis and theoretical generalization, comparative analysis and synthesis, historical-logical and functional-systemic approach were used to solve the problems. The results. The concept of financial controlling, proposed by the author, defines financial controlling as a process-type system, which is a mechanism of interconnected, mutually complementary elements to realize the goal of the functioning of an economic entity - increasing the efficiency of the functioning of an economic entity in the conditions of a constantly changing external environment, and also maximizing the ownership of its shareholders.

Integrated Business Process Management in Contemporary Enterprises - a Challenge or a Necessity?

The progressing globalization processes and new technological solutions require the organiza- tion to constantly adapt to changes taking place in the environment. More and more compa- nies implement process management, both at the strategic and operational levels, considering the project and knowledge perspective. The article aims to show the usefulness of building the concept of integrated process management, based on the triad: processes, projects, knowl- edge in modern enterprises. The following research methods and techniques were used in the article: analysis of the literature on the subject, comparative analysis of the results of research carried out in the world, and the effects of own research carried out in Poland. The research has shown that usefulness of integrated business process management is ensured by the coordina- tion of processes and links with strategic and operational assumptions, synergies of processes, projects, and knowledge. Such a solution can help the organization and transformation pro- cesses in the effective implementation of the strategy.

FORMATION OF THE BUSINESS PROCESS MANAGEMENT MARKET UNDER THE INFLUENCE OF DIGITALIZATION

Topicality. Globalization processes and changing priorities under the influence of digitalization affect all spheres of the economy and entrepreneurial activity. Entrepreneurial activity consists in the formation of business processes, which also require fundamental changes under the influence of the phenomena outlined above. The formation of business processes requires a clear management of them, since it is the processes that create the potential for increasing productivity and reducing production costs.The management of business processes requires their adaptation to rapid changes in technologies, the emergence and development of artificial intelligence, the automation of work processes, and the platformization of all business processes.Aim and tasks. The purpose of this article is to study the management of business processes under the influence of digitalization and the formation of the business process market. This goal made it possible to form the following tasks: to analyze the basis of types of business processes; determine the impact of digitalization on specific types of business processes; to investigate the formation of the business process management market; consider the growth dynamics of the global business process management market; form the segmentation of the business process management market according to various characteristics; determine the further directions of the formation of the business process management market.Research results. The article defines the following types of business processes: main (main), service (auxiliary), management (managing), development processes. The impact of digitization on the main types of business processes was analyzed, namely, the following are subject to digitalization: the main business processes are where the processes of creating product value are established; servicing business processes, where additional value creation processes occur; managers (managers) allow management of information and personnel; development processes - creation of additional value (value). The author considered the following stages of digitization of business processes under the influence of general digital transformations in the world: digitization of data and information; change of business processes; saving resources; implementation of separate operations, tasks, sub-processes; digital transformation.The paper examines the signs of the formation of the business process management market, namely: freedom of choice, limited role of the state, level of maturity, set of economic relations, presence of subjects and objects, different forms of ownership, free competition, integration of participants, price mechanisms, system flexibility, etc. The segmentation of the business process management market was formed according to the following characteristics: by components; by deployment; by decisions; by industries of final consumers; by geographyConclusion. Scientific articles define further directions for the formation of the business process management market, which can be attributed to: software (influence of cyber-physical systems) business process management turns into the platformization of new generation business processes; business process management partners are developing a new class of ready-made dynamic applications for interoperable work using a new generation platform; integration of business process management with artificial intelligence and robotics technologies, the need to automate all business processes to reduce errors and improve information technologies based on the ever-changing needs of end users.

An employee-centered perspective on business processes: measuring “healthy business processes” and their relationships with people and performance outcomes

PurposeTraditional approaches to business processes and their management consider the “people dimension” as an antecedent of process performance. The authors complemented this approach by considering employees as process perceivers and thus taking an employee-centered perspective on business processes. The authors investigated dimensions of healthy business processes, that is, processes which, while promoting performance, foster employee well-being.Design/methodology/approachBased on a qualitative dataset and two quantitative studies, the authors developed and validated a scale for healthy business processes, interpreted it from a salutogenic perspective and tested relationships with people and performance outcomes.FindingsThe scale comprises four factors reflecting the three dimensions of the salutogenic concept “sense of coherence”: manageability was represented by the factors process tools and process flexibility; comprehensibility was represented by the factor process description; and meaningfulness was represented by the factor management support. The scale and its subscales were significantly related to people and performance outcomes.Originality/valueThe authors propose that health-oriented business process management and performance-oriented business process management are two components of an integrated business process management that favors neither a functionalist, efficiency-oriented approach nor an employee-oriented approach, but takes both approaches and their interaction equally into account in the sense of person-process fit.

A Thematic Literature Review on Business Process Management

Business Process Management (BPM) is considered as a management approach that primarily focuses on analyzing and continuously improving business processes. It has been a key strategy adapted by organizations to manage their businesses successfully along with information technology. In the past few decades BPM has been one of the promising research areas. This paper adds knowledge to the existing research by answering following questions: (1) what is the status of BPM research domain? And (2) what are the possible future research directions on BPM? A thematic review was conducted focusing a series of literature on BPM which have been published between 2001 and 2020. The findings highlight that the integration of BPM into new digital innovations, such as process mining, is essential for an effective and efficient organization. More research on BPM and IT management needs to be conducted to support this integration between BPM and digital innovations.

Innovative Technologies in the Management of Business Processes of Enterprises of Hotel-restaurant and Tourism Industries

The topicality. At the present stage of economic development, the search for modern methods and tools for managing business processes, based on the principles of adapting business processes to changing conditions, is becoming important in increasing the competitiveness of enterprises in the regions, constantly improving through the use of innovative technologies in their management. Service enterprises react very quickly to changes and new challenges, which are characterized by a significant level of dynamism, a variety of services offered on the market, and intense competition. Therefore, innovations are transformed into a decisive factor in determining new technologies for managing business processes of enterprises in the service sector of the regions (hotel and restaurant business, tourism and other types of economic activity).Purpose and methods. The aim of the study is theoretical and methodological substantiation of the prospects for the use of modern latest technologies for managing business processes of enterprises of hotel-restaurant and tourism industries of regions on the basis of a systematic approach aimed at ensuring competitive advantages in the market. Scientific methods: logic generalization and synthesis, mathematical and statistical, systematization and grouping.Results. Presentation of sequence of integrated business process management of hotel-restaurant and tourism enterprises of regions. Substantiation of the components of the business process management system of hotel-restaurant and tourism enterprises of regions and innovative tools for their provision.Conclusions and discussion. The scientific novelty of the results obtained lies in the substantiation of the prospects for the use of available modern technologies for managing business processes of hotel-restaurant and tourism enterprises of regions in order to ensure the main directions of effective business. Practical value – the possibility of applying a comprehensive model of business process management in hotel-restaurant and tourism enterprises of regions by using innovative technologies.

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.

A Conceptual Framework to Support Digital Transformation in Manufacturing Using an Integrated Business Process Management Approach

Digital transformation is no longer a future trend, as it has become a necessity for businesses to grow and remain competitive in the market. The fourth industrial revolution, called Industry 4.0, is at the heart of this transformation, and is supporting organizations in achieving benefits that were unthinkable a few years ago. The impact of Industry 4.0 enabling technologies in the manufacturing sector is undeniable, and their correct use offers benefits such as improved productivity and asset performance, reduced inefficiencies, lower production and maintenance costs, while enhancing system agility and flexibility. However, organizations have found the move towards digital transformation extremely challenging for several reasons, including a lack of standardized implementation protocols, emphasis on the introduction of new technologies without assessing their role within the business, the compartmentalization of digital initiatives from the rest of the business, and the large-scale implementation of digitalization without a realistic view of return on investment. To instill confidence and reduce the anxiety surrounding Industry 4.0 implementation in the manufacturing sector, this paper presents a conceptual framework based on business process management (BPM). The framework is informed by a content-centric literature review of Industry 4.0 technologies, its design principles, and BPM method. This integrated framework incorporates the factors that are often overlooked during digital transformation and presents a structured methodology that can be employed by manufacturing organizations to facilitate their transition towards Industry 4.0.

Integration of biosafety surveillance through Biosafety Surveillance Conceptual Data Model

The global movement of people and goods has increased the risk of biosecurity threats and their potential to induce large economic, social, and environmental harm. Integration of biosafety monitoring networks has become a top priority for addressing biosafety issues. In order to resolve the data standards and integration problems in the field of biosafety in China, the Biosafety Surveillance Conceptual Data Model (BSCDM), which is an object-oriented, hierarchically designed, flexible and scalable biosafety surveillance concept data model, is proposed in this article. This model is based on the integration of business process management and data resources of disease surveillance, animal disease surveillance and potential invasive biological monitoring. In reference to the Public Health Conceptual Data Model (PHCDM) and Federal Enterprise Architecture (FEA), BSCDM conducts a thorough analysis of biosafety monitoring activities, records basic information requirements of biosafety monitoring and provides data set standards for biosafety-related activities. It is developed with the Unified Modeling Language (UML) and could be applied as an open standard for accelerating data analysis and promoting collaboration. This study attempts to integrate biosafety monitoring data and the presented model has been tested in the detection of dengue fever in China and will be applied to other biosafety fields.

Using Business Ontology to Integrate Business Architecture and Business Process Management for Healthcare Modeling

Patient safety and quality of health care services continue to be an issue within healthcare organizations. Quality improvement of healthcare processes at a systems level requires a shared language so the system is well understood across and between business areas. Business ontology provides the ability to create a shared language which can be used to integrate business process management (BPM) and business architecture (BA) concepts to identify, prioritize, and plan system wide improvement. The effective application of this comprehensive management approach has been demonstrated using medication management services within a publicly funded Canadian healthcare organization. This article illustrates how the foundational ontology developed by the Global University Alliance and the related Business Process Management Ontology (BPMO) can be used to facilitate the integration of BA and BPM concepts to improve quality of medication management. The development of business artefacts resulted in a prioritized list of improvement initiatives and an action plan to implement and monitor the initiatives. The integration of BPM and BA using an ontology in a healthcare setting yields improved services at the systems level.

Identifying do’s and don’ts using the integrated business process management framework

PurposeThe authors observe that actionable guidelines are missing from many reference works on business process management (BPM). Also, success factors are mostly not contextualized in the different phases and concerns of a BPM initiative. The purpose of this paper is to address this research gap.Design/methodology/approachThe research design builds on a literature survey for building an integrated framework for BPM that is referred to as integrated BPM. It integrates lifecycle phases, capability areas and governance aspects. Then, the authors consolidate insights from expert interviews.FindingsAs a result, the authors provide a list of various activities that are associated with the different elements of BPM. Furthermore, the authors describe pitfalls for each of the elements that have been avoided in order to make the BPM initiative a success.Research limitations/implicationsThe findings emphasize the potential to study BPM success and its factors on a more fine-granular activity level.Practical implicationsThe list of activities and the list of pitfalls are directly applicable for practitioners.Originality/valueThe research on the integrated BPM framework consolidates insights from prior research and extends it with an expert perspective on pitfalls.

Big data integration with business processes: a literature review

PurposeThe purpose of this paper is to improve the understanding of the integration of business process management (BPM), business process re-engineering (BPR) and business process innovation (BPI) with big data. It focusses on synthesizing research published in the period 2006-2016 to establish both what the authors know and do not know about this topic, identifying areas for future research.Design/methodology/approachThe research is based on a review of 49 published papers on big data, BPM, BPR and BPI in the top journals in the field 2006-2016.FindingsIn this paper, the authors have identified the most influential works based on citations and PageRank methods. Through network analysis the authors identify four major clusters that provide potential opportunities for future investigation.Practical implicationsIt is important for practitioners to be aware of the benefits of big data, BPM, BPR and BPI integration. This paper provides valuable insights for practitioners.Originality/valueThis paper is based on a comprehensive literature review, which gives big data researchers the opportunity to understand business processes in depth. In addition, highlighting many gaps in the current literature and developing an agenda for future research, will save time and effort for readers looking to research topics within big data and business processes.

Integration of business process management and knowledge management: state of the art, current research and future prospects

The integration of business process management (BPM) and knowledge management (KM) helps companies to improve temporal, qualitative and cost aspects of the provision of goods and services and to increase their innovative capacities. There are numerous publications in German and English that deal with the integration of both of these management approaches. By means of a comprehensive examination of this literature, the present article evaluates the state of knowledge and identifies additional research needs. More specifically, the volume of the publications examined is evaluated and classified by means of appropriate and carefully defined criteria. Moreover, the contents of the classes thus defined will be elucidated and then critically discussed. Finally, this article provides a general review of current approaches and their specific merits, and it will demonstrate the current deficits and spheres of activity in relation to the integration of BPM and KM.

Developing "an integrated business process management and lean"model for improving quality of services in teaching hospitals

Introduction: Rapid great changes in technology specially the increasing role of information technology and computer systems in managing the organizations has changed the management strategies and organization leadership, as a result, in the new world, managing organizations by old strategies has become impossible. Unanimous information systems, new approaches to services, managing the relationship with the customers and the others, all, have one common management feature that is the success in all these systems is based on process perspective. The present study aims at determining the effect of applying an adopted model from business process management (BPM) to modify the discharging hospitalized patients' process in teaching Hospitals. Materials and Methods: The present study is an action research with no control group which its aim is improvement of discharging hospitalized patient's process in teaching hospital. The variables such as waiting period, moving, stocking, and commuting time that the researchers use them for identifying wastes. For collecting data, we used focus group to which help us to determination of prioritize, modeling, and to identify the process problems and find appropriate solutions for them. In the last step, to collect functional indexes, we used observation method and time measurement criteria. Findings: In the last step, after filling out the improvements recommendation's form, the researchers started implementing the suggestions and use the indicators to evaluate the achieved changes. The results of the survey showed that reform implemented the process of discharging hospitalized patients, led to decrease the waiting period to 60 min that this period was 90 before intervention, and waiting time we could save is 30 min in waiting time period. Our result show 17 min decrease in commuting time, before intervention it take 20 min, and after that its time change to 3 min. The last variable was moving time that was reduced from 15 min to 5 min and we could save 10 min in this process. Discussion and Conclusion: Applying this mixed approach, the researchers implemented the recommended focus group solutions and show its effects via significant indexes changes. After that they made model for process to identify the problems or recognize the nonvalue added activities. After implementing the project, a significant improvement was noticed in waiting period, commuting and moving time that waste for relocating patients or documents.

Special issue on business process lifecycle: design, deployment, operation and evaluation

Keywords: Business Process ; Lifecycle ; Deployment Reference EPFL-ARTICLE-176301doi:10.1002/smr.559View record in Web of Science Record created on 2012-04-19, modified on 2017-05-12

The Importance of Process Thinking in Business Intelligence

The growing field of Operational Business Intelligence (BI) has resulted in increasing interest in BI-supported Business Processes (BPs), including their management and ongoing improvement. This has led BI practitioners to consider another field–Business Process Management (BPM)–that is closely related to business performance management. However, current approaches to the BPM and operational BI integration have been limited and reduced to the problem of technical integration of BPM and BI systems. This paper argues that by adopting process- thinking in BI, further opportunities for business value creation could be discovered through systematic analysis of the non-technical aspects of BI and BPM integration, including strategy alignment, human-centered knowledge management, and ongoing improvement of BI supported processes. The authors propose a theoretical framework founded in the related research in BPM, BI, and Knowledge Management (KM) fields, describing the ways it has been used to guide ongoing empirical research in diverse case organizations across different industry sectors.