Defining managerial problems: a framework for prescriptive theorizing
Management Science
Process innovation: reengineering work through information technology
Process innovation: reengineering work through information technology
Business Process Management: The Third Wave
Business Process Management: The Third Wave
Combining IS Research Methods: Towards a Pluralist Methodology
Information Systems Research
Computers in Industry - Special issue: Process/workflow mining
Managing information about processes
Journal of Management Information Systems - Special section: Toward a theory of business process change management
A review of performance measurement: Towards performance management
Computers in Industry
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Business processes are the means by which organizations create value. Consequently, organizations need to continuously monitor and control their processes' performance so as to provide a consistent and predictable execution quality. A number of today's organizations, however, appear to encounter difficulties with measuring and improving their processes' performance. In this paper, we set out to identify the gap between how organizations currently approach process performance management (PPM) and what they are striving to realize in the future. The systematic gap analysis results in a set of design factors that are valuable in guiding future design efforts for useful and relevant PPM solutions.