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Seven Paradoxes of Business Process Management in a Hyper-Connected World

Author

Listed:
  • Daniel Beverungen

    (Paderborn University)

  • Joos C. A. M. Buijs

    (APG)

  • Jörg Becker

    (University of Münster)

  • Claudio Ciccio

    (Sapienza Università di Roma)

  • Wil M. P. Aalst

    (RWTH Aachen)

  • Christian Bartelheimer

    (Paderborn University)

  • Jan Brocke

    (University of Liechtenstein)

  • Marco Comuzzi

    (Ulsan National Institute of Science and Technology)

  • Karsten Kraume

    (University of Münster)

  • Henrik Leopold

    (Vienna University of Economics and Business)

  • Martin Matzner

    (University of Erlangen-Nuremberg)

  • Jan Mendling

    (Vienna University of Economics and Business)

  • Nadine Ogonek

    (University of Münster)

  • Till Post

    (AFSMI German Chapter e.V.)

  • Manuel Resinas

    (University of Seville)

  • Kate Revoredo

    (Vienna University of Economics and Business)

  • Adela del-Río-Ortega

    (University of Seville)

  • Marcello Rosa

    (University of Melbourne)

  • Flávia Maria Santoro

    (State University of Rio de Janeiro)

  • Andreas Solti

    (Vienna University of Economics and Business)

  • Minseok Song

    (Pohang University of Science and Technology)

  • Armin Stein

    (University of Münster)

  • Matthias Stierle

    (University of Erlangen-Nuremberg)

  • Verena Wolf

    (Paderborn University)

Abstract

Business Process Management is a boundary-spanning discipline that aligns operational capabilities and technology to design and manage business processes. The Digital Transformation has enabled human actors, information systems, and smart products to interact with each other via multiple digital channels. The emergence of this hyper-connected world greatly leverages the prospects of business processes – but also boosts their complexity to a new level. We need to discuss how the BPM discipline can find new ways for identifying, analyzing, designing, implementing, executing, and monitoring business processes. In this research note, selected transformative trends are explored and their impact on current theories and IT artifacts in the BPM discipline is discussed to stimulate transformative thinking and prospective research in this field.

Suggested Citation

  • Daniel Beverungen & Joos C. A. M. Buijs & Jörg Becker & Claudio Ciccio & Wil M. P. Aalst & Christian Bartelheimer & Jan Brocke & Marco Comuzzi & Karsten Kraume & Henrik Leopold & Martin Matzner & Jan , 2021. "Seven Paradoxes of Business Process Management in a Hyper-Connected World," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 63(2), pages 145-156, April.
    • Handle: RePEc:spr:binfse:v:63:y:2021:i:2:d:10.1007_s12599-020-00646-z
    DOI: 10.1007/s12599-020-00646-z
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    References listed on IDEAS

    as
    1. Daniel Beverungen & Oliver Müller & Martin Matzner & Jan Mendling & Jan Brocke, 2019. "Conceptualizing smart service systems," Electronic Markets, Springer;IIM University of St. Gallen, vol. 29(1), pages 7-18, March.
    2. Verhoef, Peter C. & Kannan, P.K. & Inman, J. Jeffrey, 2015. "From Multi-Channel Retailing to Omni-Channel Retailing," Journal of Retailing, Elsevier, vol. 91(2), pages 174-181.
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    5. Daniel Beverungen, 2014. "Exploring the Interplay of the Design and Emergence of Business Processes as Organizational Routines," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 6(4), pages 191-202, August.
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    Cited by:

    1. Dieste, Marcos & Sauer, Philipp C. & Orzes, Guido, 2022. "Organizational tensions in industry 4.0 implementation: A paradox theory approach," International Journal of Production Economics, Elsevier, vol. 251(C).

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