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Value-Orientation in Business Process Management

In: Handbook on Business Process Management 2

Author

Listed:
  • Jan vom Brocke

    (University of Liechtenstein)

  • Christian Sonnenberg

    (University of Liechtenstein)

Abstract

The purpose of business processes is to create value, and the purpose of business process management is to support this value creation. However, the concept of value is little understood in BPM, and a number of BPM initiatives have missed the opportunity to demonstrate value creation in practice. In fact, there is little understanding in the BPM discipline concerning how business processes become valuable and what kinds of value may arise from specific BPM initiatives. This chapter structures the value discussion in BPM by elaborating on the general notion of (economic) value and providing a frame of reference. Against this background we review extant contributions on value considerations in BPM and characterize the emerging field of value-oriented BPM. As an example, we present the Return on Process Transformation (ROPT) as a measure for evaluating the monetary effects of decisions on process (re-)design.

Suggested Citation

  • Jan vom Brocke & Christian Sonnenberg, 2015. "Value-Orientation in Business Process Management," International Handbooks on Information Systems, in: Jan vom Brocke & Michael Rosemann (ed.), Handbook on Business Process Management 2, edition 2, pages 101-132, Springer.
    • Handle: RePEc:spr:ihichp:978-3-642-45103-4_4
    DOI: 10.1007/978-3-642-45103-4_4
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    Citations

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    Cited by:

    1. Patrick Afflerbach & Martin Hohendorf & Jonas Manderscheid, 2017. "Design it like Darwin - A value-based application of evolutionary algorithms for proper and unambiguous business process redesign," Information Systems Frontiers, Springer, vol. 19(5), pages 1101-1121, October.
    2. Patrick Afflerbach & Martin Hohendorf & Jonas Manderscheid, 0. "Design it like Darwin - A value-based application of evolutionary algorithms for proper and unambiguous business process redesign," Information Systems Frontiers, Springer, vol. 0, pages 1-21.
    3. Martin Lehnert & Alexander Linhart & Maximilian Röglinger, 2016. "Value-based process project portfolio management: integrated planning of BPM capability development and process improvement," Business Research, Springer;German Academic Association for Business Research, vol. 9(2), pages 377-419, August.
    4. Martin Lehnert & Maximilian Röglinger & Johannes Seyfried, 2018. "Prioritization of Interconnected Processes," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 60(2), pages 95-114, April.
    5. Patrick Afflerbach & Manuel Bolsinger & Maximilian Röglinger, 2016. "An economic decision model for determining the appropriate level of business process standardization," Business Research, Springer;German Academic Association for Business Research, vol. 9(2), pages 335-375, August.
    6. Alexander Linhart & Maximilian Röglinger & Katharina Stelzl, 2020. "A Project Portfolio Management Approach to Tackling the Exploration/Exploitation Trade-off," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 62(2), pages 103-119, April.

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