Abstract is missing.
- Fast fish eat slow fish, business transformation at AutogrillMaarten Geebels, Joachim Van den Bergh, Eddy Helsen, Stijn Viaene. 1-14 [doi]
- Why do process variants matter for process monitoring?Matthias Schrepfer, Juliane Siegeris, Gunnar Obst, Matthias Kunze. 15-29 [doi]
- Enabling flexibility of business processes by compliance rules - a case study from the insurance industryThanh Tran Thi Kim, Erhard Weiss, Christoph Ruhsam, Christoph Czepa, Huy Tran, Uwe Zdun. 30-43 [doi]
- Leading 20, 000+ employees by a process-oriented management system - insights to process management at Lufthansa Technik GroupMirko Kloppenburg, Janina Kettenbohrer, Daniel Beimborn, Michael Bögle. 44-55 [doi]
- Improving the application of process modelsSusanne Menges, Thomas Russack. 56-67 [doi]
- From paper to impact - business process management at SAPCorinne Reisert. 68-78 [doi]
- Standardized individual output development: from a scientific print product to cross-media workflowJörn Fahsel. 79-94 [doi]
- Learning semantic models from event logsVasiliki Sfyrla, Ioannis Partalas, Richard Yann, Sebastian Maunoury. 95-106 [doi]
- Hybrid process technologies in the financial sectorSøren Debois, Thomas T. Hildebrandt, Morten Marquard, Tijs Slaats. 107-119 [doi]
- Automate does not always mean optimize - case study at logistics companyJan Suchý, Milan Suchy, Michal Rosik, Agnes Valkova. 120-136 [doi]
- Integrate your partners with interactive forms - automated processing of purchase order confirmations using SAP Interactive Forms by AdobeBernhard Schindlbeck, Peter Kleinschmidt. 137-151 [doi]
- Mining the usability of business process modeling tools: concept and case studyTom Thaler, Dirk Maurer, Vittorio De Angelis, Peter Fettke, Peter Loos. 152-166 [doi]