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Track03: Business Process Management

Track Chairs

Michael Rosemann, Queensland University of Technology, Australia,
Michael zur Muehlen, Howe School of Technology Management, United States of America,
Maximilian Roeglinger, University of Augsburg, Germany,


Business Process Management (BPM) is comprised of concepts, methods, and tools dedicated to the identification, capture, improvement, implementation, and execution of organizational processes. BPM draws from and interacts with established concepts such as Total Quality Management, Business Process Reengineering, and Six Sigma. Moreover, BPM is supported by technologies such as workflow automation and service-oriented computing. Business Process Automation promises significant efficiency gains through standardized process flows, automated resource allocation, and application integration in the process context. 
BPM is in high demand due to the ongoing pressure to improve operational efficiencies, opportunities related to process outsourcing/off-shoring, and compliance requirements that mandate standardized processes. Industry analysts such as the Gartner Group have identified BPM as a top priority of CIOs for the last eight years.
The technical questions of modeling, simulating, and executing processes have been studied extensively in the past, but little work has been published about the adoption, use, and organizational consequences of BPM since the first wave of papers on Business Process Reengineering in the early 1990s. This is notable because the technology underlying BPM has matured significantly since then, and the organizational uptake of BPM technology is widespread.
This track encourages the wider adoption of Information Systems research in the domain of BPM beyond methodological and technical questions. In particular, we are interested in papers that contribute BPM-related theories and empirical evidence. Overall, the track explicitly encourages research using a wide variety of methodologies covering quantitative and qualitative, empirical and theoretical research approaches such as case studies, action research, surveys, experiments, and design science research. 

Topics of interest

  • BPM adoption and evolution
  • BPM governance
  • Process decision making
  • Value orientation in BPM
  • BPM and operations research
  • BPM and organizational capabilities
  • Organizational impact of BPM
  • BPM and organizational design
  • Process reference models
  • Business process innovation
  • Business process outsourcing
  • Business process industrialization
  • Process-aware information systems
  • Inter-organizational BPM
  • Social BPM
  • Domain-specific BPM

Associate Editors

Jörg Becker, University of Münster, Germany
Amit Deokar, Dakota State University, USA
Marlon Dumas, University of Tartu, Estonia 
Florian Johannsen, University of Regensburg, Germany
Mikael Lind, Viktoria Institute, Sweden
Lynne Markus, Bentley University, USA
Jan Mendling, Vienna University of Economics and Business, Austria
Jens Poeppelbuss, University of Bremen, Germany
Flavia Santora, Federal University of the State of Rio de Janeiro, Brazil
Ted Stohr, Stevens Institute of Technology, USA
Christian Suchan, University of Bamberg, Germany
Peter Trkman, University of Ljubljana, Slovenia
Jan vom Brocke, University of Liechtenstein, Liechtenstein