Abstract is missing.
- Frameworks for Business Process Management: A Taxonomy for Business Process Management CasesJan vom Brocke, Jan Mendling. 1-17 [doi]
- How to Move from Paper to Impact in Business Process Management: The Journey of SAPCorinne Reisert, Sarah Zelt, Joerg Wacker. 21-36 [doi]
- Developing and Implementing a Process-Performance Management System: Experiences from S-Y Systems Technologies Europe GmbH - A Global Automotive SupplierJosef Blasini, Susanne Leist, Werner Merkl. 37-55 [doi]
- Establishment of a Central Process Governance Organization Combined with Operational Process ImprovementsChristian Czarnecki. 57-76 [doi]
- BPM Adoption and Business Transformation at Snaga, a Public Company: Critical Success Factors for Five Stages of BPMAndrej Kovacic, Gregor Hauc, Brina Buh, Mojca Indihar Stemberger. 77-89 [doi]
- Enabling Flexibility of Business Processes Using Compliance Rules: The Case of MobiliarThanh Tran Thi Kim, Erhard Weiss, Christoph Ruhsam, Christoph Czepa, Huy Tran, Uwe Zdun. 91-109 [doi]
- Comprehensive Business Process Management at Siemens: Implementing Business Process ExcellenceBartosz Wolinski, Saimir Bala. 111-124 [doi]
- People-Centric, ICT-Enabled Process Innovations via Community, Public and Private Sector Partnership, and e-Leadership: The Case of the Dompe eHospital in Sri LankaWasana Bandara, Rehan Syed, Bandula Ranathunga, K. B. Sampath Kulathilaka. 125-148 [doi]
- Fast Fish Eat Slow Fish: Business Transformation at AutogrillStijn Viaene, Joachim Van den Bergh. 149-166 [doi]
- The NESTT: Rapid Process Redesign at Queensland University of TechnologyMichael Rosemann. 169-185 [doi]
- Kiss the Documents! How the City of Ghent Digitizes Its Service ProcessesAmy Van Looy, Sabine Rotthier. 187-204 [doi]
- Application of the Design Thinking Approach to Process Redesign at an Insurance Company in BrazilJosé Ricardo Cereja, Flávia Maria Santoro, Elena Gorbacheva, Martin Matzner. 205-233 [doi]
- Collaborative BPM for Business Transformations in Telecommunications: The Case of "3"Thomas Karle, Kurt Teichenthaler. 235-255 [doi]
- Process Management in Construction: Expansion of the Bolzano HospitalElisa Marengo, Patrick Dallasega, Marco Montali, Werner Nutt, Michael Reifer. 257-274 [doi]
- Exposing Impediments to Insurance Claims ProcessingRobert Andrews, Moe Wynn, Arthur H. M. ter Hofstede, Jingxin Xu, Kylie Horton, Paul Taylor, Sue Plunkett-Cole. 275-290 [doi]
- Mining the Usability of Process-Oriented Business Software: The Case of the ARIS Designer of Software AGTom Thaler, Sabine Norek, Vittorio De Angelis, Dirk Maurer, Peter Fettke, Peter Loos. 291-310 [doi]
- Improving Patient Flows at St. Andrew's War Memorial Hospital's Emergency Department Through Process MiningRobert Andrews, Suriadi Suriadi, Moe Wynn, Arthur H. M. ter Hofstede, Sean Rothwell. 311-333 [doi]
- CrowdStrom: Analysis, Design, and Implementation of Processes for a Peer-to-Peer Service for Electric Vehicle ChargingMartin Matzner, Florian Plenter, Jan Hendrik Betzing, Friedrich Chasin, Moritz von Hoffen, Matthias Löchte, Sarah Pütz, Jörg Becker 0001. 337-359 [doi]
- Enabling Flexible Laboratory Processes: Designing the Laboratory Information System of the FutureChristoph Duelli, Robert Keller, Jonas Manderscheid, Andreas Manntz, Maximilian Röglinger, Marco Schmidt. 361-379 [doi]
- Managing Environmental Protection Processes via BPM at Deutsche BahnIngo Rau, Iris Rabener, Jürgen Neumann, Svetlana Bloching. 381-396 [doi]
- Hybrid Process Technologies in the Financial Sector: The Case of BRFkreditSøren Debois, Thomas T. Hildebrandt, Morten Marquard, Tijs Slaats. 397-412 [doi]
- Business Process Management in the Manufacturing Industry: ERP Replacement and ISO 9001 Recertification Supported by the icebricks MethodJörg Becker 0001, Nico Clever, Justus Holler, Maria Neumann. 413-429 [doi]
- Why Are Process Variants Important in Process Monitoring? The Case of Zalando SEMatthias Schrepfer, Matthias Kunze, Gunnar Obst, Juliane Siegeris. 431-448 [doi]
- Adoption of RFID Technology: The Case of Adler - A European Fashion Retail CompanyRoland Leitz, Andreas Solti, Alexander Weinhard, Jan Mendling. 449-461 [doi]
- Automate Does Not Always Mean Optimize: Case Study at a Logistics CompanyJan Suchý, Milan Suchy, Michal Rosik, Agnes Valkova. 463-483 [doi]
- Integrate Your Partners into Your Business Processes Using Interactive Forms: The Case of Automotive Industry Company HEYCOBernhard Schindlbeck, Peter Kleinschmidt. 485-501 [doi]
- Leading 20, 000+ Employees with a Process-Oriented Management System: Insights into Process Management at Lufthansa Technik GroupMirko Kloppenburg, Janina Kettenbohrer, Daniel Beimborn, Michael Bögle. 505-520 [doi]
- "Simply Modeling": BPM for Everybody-Recommendations from the Viral Adoption of BPM at 1&1Florian Imgrund, Christian Janiesch, Christoph Rosenkranz. 521-540 [doi]
- Supporting Process Implementation with the Help of Tangible Process ModelsThomas Russack, Susanne Menges. 541-555 [doi]
- Business Process Modeling of a Quality System in a Petroleum Industry CompanyJohn Krogstie, Merethe Heggset, Harald Wesenberg. 557-575 [doi]
- Business Process Management in German Institutions of Higher Education: The Case of Jade University of Applied ScienceJan Bührig, Thorsten Schoormann, Ralf Knackstedt. 577-592 [doi]
- Exploring the Influence of Organizational Culture on BPM Success: The Experience of the Pernambuco Court of AccountsCarina Alves 0001, Iveruska Jatobá, George Valença, Glória Fraga. 593-610 [doi]