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The purpose of this paper is to identify the fundamentals of a performance measurement system (PMS), in order to ascertain if they satisfy the measurement requirements of business process management (BPM) by means of a systematic review of the literature.

The paper uses meta‐analysis to systematically review and examine existing BPM and PMS from the business, non‐business and public sectors. A specific methodology using categorization concept was used to select the appropriate articles. In total, 42 relevant articles are selected and later analyzed. A subsequent content analysis of the information obtained is applied to identify the gaps in the current literature.

The growing interest in PMS has produced an extraordinarily large numbers of papers on the topic. This paper found that, by and large, the PMS as advocated by various authors for over 20 years (since 1990) failed to fulfill the measurement requirements of BPM. This is alarming, considering that past critics of PMS have indicated that the weaknesses of PMS in relation to BPM applied only in isolated or specific situations such as information technology (IT). These findings dispel the notion that a PMS is a prerequisite to the introduction of an effective BP in organizations.

This paper has identified the gaps (weaknesses) of current PMS in meeting the measurement requirements of BPM. This paper proposes a theoretical integrated framework which encompasses a management system, that combines with a measurement system and business processes, and which can be implemented using the popular value‐chain methodology to measure and compare performance within BP organizations.

The results presented contribute towards providing an updated overview of the current state of research into PMS and its relevance to BPM, in order to identify existing research gaps, issues and concerns upon which ongoing and future research efforts on this topic can be built.

The purpose of this paper is to present a business process measurement framework for the evaluation of a corpus of business processes modelled in different business process modelling approaches. The results of the application of the proposed measurement framework will serve as a basis for choosing business process modelling approaches.

The approach uses ideas of the goal question metric framework to define metrics for measuring a business process where the metrics answer the questions to achieve the goal. The weighted sum method (WSM) is used to aggregate the measure of attributes of a business process to derive an aggregate measure, and business process modelling approaches are compared based on the evaluation of business process models created in different business process modelling approaches using the aggregate measure.

The proposed measurement framework was applied to a corpus of business process models in different business process modelling approaches and is showed that insight is gained into the effect of business process modelling approach on the maintainability of a business process model. From the results, business process modelling approaches which imbibed the principle of separation of concerns of models, make use of reference or base model for a family of business process variants and promote the reuse of model elements performed highest when their models are evaluated with the proposed measurement framework. The results showed that the applications of the proposed framework proved to be useful for the selection of business process modelling approaches.

The novelty of this work is in the application of WSM to integrate metric of business process models and the evaluation of a corpus of business process models created in different business process modelling approaches using the aggregate measure.

Multidisciplinary business process management (BPM) research can reap significant impact. We can particularly benefit from incorporating accounting concepts to address some of the key BPM challenges, such as value-creation and return on investment of BPM activities. However, research which addresses a relationship between BPM and accounting is scarce. The purpose of this paper is to provide a detailed synthesis of the current literature that has integrated accounting aspects with BPM. The authors profile and thematically describe existing research, and derive evidence-based directions to guide future research.

A multi-staged structured literature review approach to search for the two broad themes, accounting and BPM, supported by NVivo (to manage the papers and the coding and analysis processes) was designed and followed.

The paper confirms the dearth of work that ties the two disciplines, despite the synergetic multidisciplinary results that can be attained. Available literature is mostly from the management accounting perspective and relates to describing how performance management, in particular performance measurement, can be applicable to process improvement initiatives together with tools such as activity-based costing and the balanced scorecard. There is a lack of research that examines BPM in relation to any financial accounting perspectives (such as external reporting). Future research directions are proposed together with implications for practitioners with the findings of this structured literature review.

The paper provides a detailed synthesis of the existing literature on the nexus between accounting and BPM. It summarizes the implications for practitioners and provides directions for future research by identifying key gaps and opportunities with a sound contextual basis for extension and new work.

Effective literature reviews create strong foundations for future research and accumulate the otherwise scattered knowledge into a single place. This is the first structured literature review that provides a detailed synthesis of the research that ties together the accounting and BPM disciplines, providing a basis for future research directions together with implications for practitioners.

The purpose of this paper is to analyze the current state of the art and trends with regard to business process measurement by means of a systematic review of literature.

The results are obtained through a systematic review carried out according to existing relevant guidelines. Additionally, a specific methodology through which to systematically obtain all the most important journals is followed. In total, 19 relevant articles are selected and later analyzed. A subsequent critical analysis of the data obtained is applied to identify the gaps in the current literature.

A considerable effort has been made by researchers in the field of business process measurement, particularly in recent years. Many of the defined measures for business processes have been applied to models (approximately 77 per cent). Most of the initiatives concerning business measurement have been adapted from the software engineering field. A small percentage of the existing business process measures has been empirically validated.

The results presented contribute towards providing an updated overview of the current state of research into business process measurement, in order to identify existing research gaps and concerns on which ongoing and future research efforts on this topic can be focused.

The purpose of this paper is to create a conceptual proposal that considers the relevant aspects to guide the promotion and evolution of corporate sustainability performance measurement systems (SPMSs) from a perspective of business process management.

This study is divided into two phases. The first phase is a literature review with the study question was, “Which aspects need to be considered for promoting and evolving SPMS with a focus on business processes?” The second phase involved comparing these approaches and presenting a conceptual proposal with the relevant aspects for promoting and evolving a corporate SPMS.

In the literature review, the following aspects were considered relevant to promoting sustainability: strategy, integration, stakeholders, evolution over time and business processes. The conceptual proposal found each aspect relevant and complementary presented consideration for each, forming one SPMS pentagon.

The comparison between the approaches is conceptual.

This study can help organizations address the evolution of their measurement systems systemically.

The summaries of the main considerations and evaluation issues provide starting points for organizations, researchers and students involved in sustainability-related matters. The discussion presented here can help organizations identify the strengths and weaknesses of their measurement systems and provide a basis for the promotion and implementation of improvements.

The ten principles of good business process management (BPM) support organizations in planning and scoping the organizations' BPM approach. Derived from literature and expert panels, the principles received much attention both in research and practice. This article develops a measurement instrument to operationalize the principles and to support organizations in measuring the degree to which they incorporate the principles in their BPM approach, that way advancing their BPM capabilities.

The authors applied the scale-development methodology, because this methodology is an established approach consisting of various techniques to develop measurement instruments. First, the authors used established techniques to develop such an instrument. Then, the authors assessed the validity and reliability of the developed instrument through a field survey with 345 participants.

The authors developed a valid and reliable measurement instrument for the ten principles of good BPM. The field survey's results reveal that the measurement instrument meets all required methodological standards. The instrument, thus, can be applied to help process owners and managers to evaluate their BPM approach and plan future actions based on potential shortcomings. Future research can both use and further develop the instrument, which serves as a conceptualization of the principles.

This study is the first to provide a measurement instrument for assessing an organizations' BPM practice against the ten principles of good BPM, which have become established as a much-considered and widely-used source of reference both in academia and practice. The authors also discuss how the instrument compares to and distinguishes from existing approaches to qualify BPM approaches, thus communicating the significance of the instrument.

The purpose of this paper is to provide practical justification for performance measurement and management within a collaborative business network. The basic performance measurement indicators are elaborated within the scope of this research.

Performance measurement techniques are highlighted through the application of an ICT‐based solution approach, with special focus on business collaboration among small and medium sized enterprises (SMEs).

From the basic need to measure the performance of individual partners within a business network, this research proposes a generic framework and process flow with the objective of evaluating the individual partners in terms of various performance indicators such as key success factors (KSF), key performance factors (KPF) and key performance indicators (KPI). The outcomes from this framework or process flow will help partners in the network to build valuable trust, cooperation and coordination.

The focus of this paper is to demonstrate the methodological approach of measuring the performance through identifying and prioritizing the performance indicators (KSF, KPF, KPI) among collaborative partners and to highlight their importance for successful business operations.

The main contribution of the research is to propose a quantitative model based on indicators designed by the authors, to measure the effect on the performance of the process caused by an improvement in the integration of information.

It is a descriptive and exploratory investigation, immersed in a case study; the bidding process was selected by senior management due to the high complexity and impact of this process on the organization. The protocol for carrying out the study involved interviews with the owner of the process and all the officials involved, as sources of information, inputs to model in BPMN2.0 at the activity level and a statistical validation of the model was carried out, to sustain an acceptable confidence of the same.

Among the most outstanding results of the research are that the effects of the improvements or changes in the activities were reflected or evidenced in subsequent activities, not in the immediate ones or in which the improvement is applied. This confirms the theorization of the systemic approach to processes since the effects of the improvements are not close to their application.

For the proposed model, it was evident that the measurement of the efficiency and quality dimensions of the process activities required verification in transactional databases where nonconformities and nonquality costs related to orders are recorded.

In the reviewed literature, there are no models or reference frameworks that quantitatively measure the effects of the integration of information on the performance of processes.

The purpose of this paper is to explore empirically the interaction effect of process performance measurement and the process owner role on organizational performance.

Using a sample of Austrian manufacturing companies, the paper uses multivariate data analysis techniques to test the joint effect of process performance measurement and process ownership on firm performance.

The empirical evidence indicates that implementing process performance measurement or the process owner role only is insufficient to achieve high performance. Organizations must implement both concepts – process performance measurement and the process owner role – to reap the fruits of process management.

Several research limitations apply. First, the sample only included Austrian manufacturing firms. The generalizability of the findings to other industries or other countries is open to scrutiny. Second, only one interview per firm was conducted. Interviewing several managers per firm would have led to even higher data quality. A third important limitation of this work is the small number of cases in the regression models. Such a small number of cases are not appropriate for a clear demonstration of empirical effects. Fourth, this work relies on survey data, which leaves open the possibility of self‐serving bias in the data.

The promise of process management is to help firms gain competitive advantage, and, as such, managers facing organizational problems may adopt process management practices as a response to these problems. But managers must fully understand the concept of process management to ensure these practices are used in the appropriate contexts. Managers must understand the multidimensional nature of process orientation and the importance of its key dimensions. The empirical evidence of the study suggests that managers should put their effort into establishing process owners as well as process performance measurement as both process management concepts are needed in order to achieve firm performance improvements.

While the importance of process management has often been highlighted, much more remains to be understood about the performance impact of specific process management practices. This paper focuses on the process owner role and process performance measurement – as empirical studies investigating the interaction effect of these two practices have been remarkably limited to date.

The purpose of this paper is to examine the way strategic approach to business process management (BPM) impacts organizational performance, both its financial and non‐financial aspects, using empirical data from Croatian firms. The impact of strategic approach to BPM on process performance measurement (PPM) is examined as well.

A questionnaire survey was conducted on a sample of 194 manufacturing and service firms in Croatia and propositions were tested using a structural equation model with SAS software.

The results suggest that PPM practice is positively related to strategic approach to BPM. The impact of PPM on non‐financial performance has been found, as well as the impact of non‐financial performance on financial performance, thus indicating an indirect influence of PPM on financial performance.

The paper extends the previous research that exclusively investigated impact of BPM to organizational performance. The authors extended results of previous research and found that strategic approach to BPM is an important push factor for implementation of PPM, and that PPM is an important link between BPM and improved organizational performance.