Emerging perspectives on Business Process Management
Special issue call for papers from Business Process Management Journal
Prof. Manlio Del Giudice, University of Rome “Link Campus”, Italy
Prof. Pedro Soto-Acosta, University of Murcia, Spain
Prof. Elias G. Carayannis, George Washington University, USA
Prof. Veronica Scuotto, University of West Scotland, UK
Aim and scope
Business Process Management (BPM) has considerably developed over the recent years. The practices, systems and tools available have been scientifically investigated and, in most occasions, positioned in practice, thus making several of these BPM capabilities similar to commodities. Anyway, currently an opportunity‐rich IT-based atmosphere and hastily emerging digital disruptions require novel BPM capabilities (Houy, Fettke & Loos 2010; Del Giudice & Straub, 2011). Deeply rooted in an unceasing improvement crusade, BPM has proven its value for refining business processes, knowledge creation and innovation within present enterprises (Lopez-Nicolas & Soto-Acosta, 2010; Tang, Pee & Iijima, 2013). Then, actually, emerging studies on management innovation have hypothesized intriguing relationships between novel BPM competencies and organizational ambidexterity (Kohlborn, Mueller, Poeppelbuss & Roeglinger, 2014). Organizational ambidexterity, in fact, defines the co-existing business abilities of running the current processes as well as being able to acclimatize constantly the organization to a mutable environment. With other words, an ambidextrous organization shows at the same time both exploitative and explorative strengths (Duncan, 1976; March, 1991; Junni, Sarala, Taras & Tarba, 2013).
From a BPM point of view, the former process focuses on ensuring transactional excellence with a concentration on net cost reduction, whilst the latter centers on transformational excellence aiming at net revenue generation (O'Reilly & Tushman, 2013). Anyway, most business-process offices within organizations are currently populated by more analytical, inside-out thinking profiles due to the traditional focus of BPM on strong modelling and analytical capabilities. Present BPM practices do not seem to be sufficiently equipped to harvest the potential of the increasingly opportunity-rich native environment of the ambidextrous organizations. The importance of this misfit of BPM competences is increasing when considering the considerable changes in the global digital space affording new design promises and which have seen both the development of digital public assets with exponential growth and the ability to outsource structures, data and finally processes into the cloud. This will expose business processes to the potential of disruptive innovation and reduce process innovation latency. Therefore, it is very likely that ambidextrous organizations will need IT based tools and processes in order to translate technological opportunities into new process design and successful business process optimization. Then, moving ambidextrous BPM out of the trough of disillusionment will be a key challenge for all BPM researchers and practitioners in the upcoming era of IT-based process thinking and corporate change.
Furthermore, this special issue aims at understanding the impact dynamics of IT and firm ambidexterity on BPM. We seek for papers presenting an ambidexterity perspective of process management's influence on organizational adaptation and innovation. Drawing upon the idea that dynamic capabilities are process-driven competence of the firms and are rooted in both exploitative and explorative processes, we aim at collecting quality empirical articles focusing on the evidence that business process practice should simultaneously emphasize process efficiency, which is beneficial for organizations in stable contexts. As well as process flexibility, which should be pay more attention as environment changes more rapidly. Likewise, the special issue points about explaining how entrepreneurial IT capabilities and complementary BPM capabilities might help to build an ambidextrous state in business process activities. Actually, submitted papers should try to answer to the following research question: do IT-based BPM tools have what it takes to drive innovation and breakthrough thinking as well within ambidextrous organizational settings?
We seek papers that report on the application of innovative methods to real enterprises problems. We expect research studies to contain both some form of novel innovation as well as a documented application. Empirical researches using innovative and refined quantitative methods would be very welcomed to us; nevertheless, we may accept qualitative works but showing a very solid grounded theory and a multiple cases approach. All articles should demonstrate documented applications of BPM to ambidextrous organizational settings aimed at discovering the role of IT based systems and processes. Readers of this special issue should be scientifically demanding and drawn to practically relevant phenomena.
Submissions could consist of theoretical and applied research in topics including, but not limited to:
• IT based systems and BPM;
• BPM tools within ambidextrous enterprises: Enterprise Resource Planning (ERP) and Knowledge Management Systems (KMS)
• Implications of IT on Business Process Management within ambidextrous organizations
• Impact of IT tools on Business Process Assessment within ambidextrous organizations
• Reengineering initiatives inside ambidextrous organizational settings
• IT-based BPM implications for productivity within ambidextrous firms
• R&D and design management for BPM: impacts on exploration and exploitation processes
• Intelligent management processes and business related activities for ambidexterity
• Relationship between different functions (e.g. accounting, finance, strategy, communication, etc.) and BPM within ambidextrous firms
• Performance models and corporate strategies for BPM
• Impact of intangibles (e.g. intellectual capital, informative systems, etc.) on BPM within ambidextrous firms
• Sustainable ambidextrous technology management and solutions for the IT-based firm
• Business Process Management for collaborative ambidextrous organizations
• IT tools for knowledge creation and sharing: impact on BPM
• Submission Deadline (Full Paper): 31st July 2017
• Final paper production deadline: 31 December 2017
• Publication Date: expected by 2018
Any specific instructions for submissions
All submitted papers are expected to fully comply with BPMJ standards and are subject to regular double-blind review procedures. Papers should be 4,000 to 7,000 words in length and should not have been published previously nor be currently under consideration for publication elsewhere in any other format (print or electronic).
Submissions to Business Process Management Journal are made using ScholarOne Manuscripts, the online submission and peer review system. Registration and access is available at http://mc.manuscriptcentral.com/bpmj. Full Author Guidelines, including creating an account and submitting a paper, can be found here. Please ensure you select the “Emerging perspectives on Business Process Management: IT based processes and ambidextrous organization, theory and practice” special issue option when submitting your paper, otherwise your paper will be considered for a regular issue.
Final acceptance of approved papers will be contingent on incorporating reviewers’ feedback to the satisfaction of the Guest Editors. For all additional information, contact the Corresponding Guest Editor, Prof. Manlio Del Giudice, University of Rome “Link Campus”, at [email protected].
Del Giudice, M., & Straub, D. (2011). IT and entrepreneurism: an on-again, off-again love affair or a marriage?, MIS Quarterly, 35(4), 3-11.
Duncan, R. (1976), The ambidextrous organization: Designing dual structures for innovation. Killman, R. H., L. R. Pondy, and D. Sleven (eds.) The Management of Organization (1976). New York: North Holland. 167-188.
Houy, C., Fettke, P., & Loos, P. (2010). Empirical research in business process management – analysis of an emerging field of research. Business Process Management Journal , 16 (4), 619 661.
Junni, P., Sarala, R. M., Taras, V., & Tarba, S. Y. (2013). Organizational ambidexterity and performance: A meta-analysis. The Academy of Management Perspectives, 27(4), 299-312.
Kohlborn, T., Mueller, O., Poeppelbuss, J., & Roeglinger, M. (2014). Interview with Michael Rosemann on Ambidextrous Business Process Management, Business Process Management Journal , 20 (4), 634638
Lopez-Nicolas, C., & Soto-Acosta, P. (2010). Analyzing ICT adoption and use effects on knowledge creation: An empirical investigation in SMEs. International Journal of Information Management, 30(6), 521-528.
March, J. G. (1991). Exploration and exploitation in organizational learning, Organization Science, 2 (1991) 71-87.
O'Reilly, C. A., & Tushman, M. L. (2013). Organizational Ambidexterity: Past, Present, and Future, Academy of Management Perspectives, 27 (4), 324338.
Tang, J., Pee, L., & Iijima, J. (2013). Investigating the effects of business process orientation on organizational innovation performance, Information & Management, 50 (8), 11.