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Understanding Business Process Management: Implications for Theory and Practice
Author(s) -
Smart P. A.,
Maddern H.,
Maull R. S.
Publication year - 2009
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/j.1467-8551.2008.00594.x
Subject(s) - mindset , business process management , process management , process (computing) , component (thermodynamics) , key (lock) , business process , conceptual framework , computer science , knowledge management , empirical research , business , work in process , sociology , marketing , mathematics , operating system , social science , statistics , physics , computer security , artificial intelligence , thermodynamics
This paper presents an empirically validated framework of business process management (BPM) to enable the pursuit of BPM theory. Phase 1 of the research focused on the development of an initial framework of BPM, derived from a synthesis of current literature. This comprised five key themes, subsequently categorized as ‘application components’ of BPM. The empirical validation of the framework was approached through case‐based research, utilizing semi‐structured interviews with managers of a large financial services organization, to explore the dimensions of the framework. The results suggest that, in addition to confirming the five ‘application components’ of the initial framework, three additional ‘conceptual components’ are important. These concepts differentiate BPM from other process management activities, and suggest that developing a prerequisite ‘process mindset’ is a fundamental component of a BPM approach.