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Research Background

  • Ralf Plattfaut
Chapter
Part of the SpringerBriefs in Information Systems book series (BRIEFSINORMAT)

Abstract

Business Process Management (BPM) is a holistic management approach towards changing an organization’s business processes (Armistead and Machin 1997, 1998; Pritchard and Armistead 1999; Rosemann et al. 2006; Zairi 1997). Following Becker and Kahn (2010), business processes can be defined as time-logical sequences of activities that are conducted to work on a process-oriented business object (e.g., an invoice) to achieve corresponding business goals. In turn, BPM refers to changing these sequences of activities. As such, it is a top business and IT priority in organizations and a core topic in IS research. The roots of BPM are twofold (Niehaves et al. 2011): Firstly, BPM is based on the concept of Business Process Reengineering (Peppard and Fitzgerald 1997). Business Process Reengineering emphasizes the radical and revolutionary change of organizations (Davenport and Short 1990; Hammer 1990). This change is often induced by IT innovations. Secondly, BPM is also based on the concept of Total Quality Management (Hung 2006; Zairi and Sinclair 1995), which is a rather incremental and evolutionary approach which aims at continuous improvement of business processes.

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Copyright information

© The Author(s) 2014

Authors and Affiliations

  1. 1.European Research Center for Information Systems (ERCIS)Westfälische Wilhelms-Universität MünsterMünsterGermany

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