Collaborative business process management: status quo and quo vadis

Abstract

Purpose -The purpose of this paper is to analyze the status quo with regards to business process management (BPM) and collaboration and to show potential fields of future research in the area of collaborative BPM. Design/methodology/approach -To obtain results, authors employ the method of a systematic literature review using relevant existing guidelines. They not only search leading journals and conferences in the fields but also in ISI web of knowledge's web of science. Subsuming, 39 relevant articles are selected and analyzed with regards to concepts identified upfront. Findings -The paper finds that collaborative BPM is a growing trend in information systems research, but that there still exist significant research gaps. Hence, it proposes a research agenda consisting out of five action fields pointing at potentially fruitful directions for future research.Research limitations/implications -First, this paper provides an overview of the status quo in the field of collaborative BPM to young scholars. Second, it identifies five distinct research gaps that could be worth studying. However, this paper may be limited by the choice of dimensions and the selection of relevant articles. Practical implications -This paper informs practitioners about the status quo of research on collaborative BPM. Here, especially the analysis in the dimensions collaboration partner and BPM goals can help to evaluate the practitioner's strategy. Originality/value -The results of this paper present the status quo of collaborative BPM literature. Hence, it also identifies research gaps and derives a research agenda.

Resilience Analysis of Collaborative Process Management Systems

“…Increasing importance of value chains and production networks, of interconnected organizations, collaboration dynamics, outsourcing, and the increasing potential of new ICT technologies supported innovations has driven research of collaborative networks [12]. Collaborative networks [6] [13] and collaborative business process management [11] [12] have been fostered by globalization over decades.…”

“…Collaborative networks [6] [13] and collaborative business process management [11] [12] have been fostered by globalization over decades.…”

Market, Network, Hierarchy: Emerging Mechanisms of Governance in Business Process Management

“…With regard to BPM Maturity, we relied on six common dimensions of BPM [19]. For the dependent variables, we asked for the perceived importance of relevant actors in both BPM agendasetting and implementation [18] and [27]. Importance is, amongst others, such as frequency or strength, a criterion that is widely applied to measure links in social networks [28].…”

“…Stakeholders from both inside and outside the organizational boundaries are involved in BPM projects [18]. Moreover, organizations that become more mature in BPM are said to collaborate with more actors [20].…”

“…BPM integrates the two perspectives into an approach to process innovation that makes use of both radical and incremental efforts. While BPM-driven process innovation has been heavily researched in the context of eGovernment, the current literature has yet failed to understand the role of collaboration and networks in process innovation [16][17][18].…”