Business Process Management

Business Process Management (BPM) focuses on IT-enabled improvement, innovation and execution of business operations. As such, BPM is at the core of how information technology can contribute to an increased organizational efficiency and effectiveness. BPM has been studied in a number of sectors, including industry, retail, government, healthcare, and banking. In addition, BPM has been reported to contribute to important societal challenges like environmental and social sustainability. Despite its popularity in practice, however, the academic discipline of BPM is still in development. In particular, a better understanding of the theoretical underpinning of BPM and its integration into the landscape of IS theories and artifacts is required. This track invites submissions dedicated to all issues related to the process lifecycle and related capabilities covering strategic alignment, governance, methods, information technology, people, and culture. We welcome all types of research papers that advance our knowledge in these and related areas. 

Potential topic areas may include:

  • BPM and socio-technical systems design
  • Organizational impact of BPM and business process innovation
  • IT-Business alignment and business transformation management
  • Value-orientation in BPM and process decision making
  • Green BPM and sustainability transformations
  • Business process standardization, industrialization and scalability
  • Real-time computing, big data and embedded process analytics
  • Content-Aware BPM and enterprise content management
  • People-centric BPM, organizational culture, and enterprise social networking
  • Process analytics, operations research, and process mining
  • Reference modeling, process frameworks, and process design
  • BPM governance and business process sourcing strategies
  • Process-aware information systems and cloud services
  • Inter-organizational BPM and supply chain management
  • Domain-specific BPM

Track Chairs

Jan vom Brocke (University of Liechtenstein)
Lars Mathiassen (Georgia State Univerisy)
Michael Roseman (Queensland University of Technology)

Associate Editors

  • Wasana Bandara, Queensland University of Technology, Australia
  • Marlon Dumas, University of Tartu, Estonia
  • Michael Gallivan, Georgia State University, USA
  • Dax Jacobson, University of California at Channel Islands, USA
  • John Krogstie, Norwegian University of Science and Technology, Norway
  • Susanne Leist, University of Regensburg, Germany
  • Mikael Lind, Viktoria Institute, Sweden
  • Lynne Markus, Bentley University, USA
  • Jan Mendling, Vienna University of Economics and Business, Austria
  • Sune Dueholm Muller, Aalborg University, Denmark
  • Oliver Müller, University of Liechtenstein, Liechtenstein
  • Björn Niehaves, Hertie School of Governance, Germany
  • Peter Axel Nielsen, Aalborg University, Denmark
  • Hajo Reijers, Eindhoven University of Technology, Netherlands
  • Maximilian Roeglinger, University of Augsburg, Germany
  • Theresa Schmiedel, University of Liechtenstein, Liechtenstein
  • Stefan Seidel, University of Liechtenstein, Liechtenstein
  • Anna Sidorova, University of North Texas, USA
  • Armin Stein, University of Münster, Germany
  • Peter Trkman, University of Ljubljana, Slovenia
  • Will van der Aalst, Eindhoven University of Technology, Netherlands
  • Richard Welkel, Georgia State University, USA
  • Axel Winkelmann, University of Würzburg, Germany
  • Leon Zhao, City University of Hong Kong, Hong Kong
  • Michael zur Mühlen, Stevens Institute of Technology, USA
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