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The main objective of this paper is to investigate information system (IS) supported coordination in knowledge‐intensive business processes. These are business processes that cannot be pre‐defined as their models evolve during process execution from the accumulated experience. Consequently, these processes require a high level of knowledge‐sharing, collection and reuse among all participants in the process.

The paper offers a critical analysis of the main limitations of workflow technology that is widely considered to be the leading process‐oriented, coordination technology. It illustrates why this technology cannot be used to support coordination in knowledge‐intensive business processes. The paper then identifies a number of requirements for possible IS support.

The main conclusion of this paper is that coordination in knowledge‐intensive processes is, in fact, a knowledge‐intensive process itself, and as such it cannot be fully pre‐defined. Therefore, automation of this process is neither desirable nor possible.

Each IS requirement, proposed in this paper, identifies a number of further research and implementation challenges related to support of knowledge‐intensive business process. They will be of interest to researchers and practitioners both in the fields of business process management as well as knowledge management.

In essence, this paper argues that knowledge‐intensive business processes require fundamentally different coordination support from what is currently available in the area of business process support. This paper shifts the main emphasis from process automation to IS support for situated decision‐making.

The aim of this paper is to develop, test and improve a method that draws upon business process improvement literature and combines it with knowledge management approaches for modeling and analyzing knowledge‐intensive business processes.

Analyzing and integrating previous meta models served in knowledge oriented business process researches, a preliminary meta model was developed for modeling knowledge‐intensive business processes. Then an initial version of Proper Arrangement of Knowledge Management Processes (PAKMP) framework was developed according to the knowledge management processes approaches. Third round of interviews with process 137 members were conducted in order to test applicability and completeness of both preliminary meta model and initial version of PAKMP framework in order to improve them. In addition, a five‐steps analysis method achieved through case study which is based on the application of both final Meta model and PAKMP framework. In fact this five‐steps method was applied in Tehran's Municipality which redounded to improve preliminary meta model and initial version of PAKMP framework and endorsed the applicability of the proposed method in real world.

This paper has a contribution in enriching the literature related to integrating KM efforts and BPM efforts by presenting a five‐steps analysis method and testing it in a real case. This method considers both KM and business process management points of view.

The general applicability of the method due to the weak generalization of the single case study is a limitation.

This paper combines the advantages of the business process improvement and knowledge management approaches and suggests a practical method for modeling and analyzing the knowledge management status in knowledge‐intensive business processes. After analysis, managers should put emphasis on improving the arrangement of KM processes for critical knowledge objects which led to improve the performance of knowledge‐intensive business process trough removing KM problems. The paper concludes by suggesting some topics for future research.

In contemporary businesses, the importance of knowledge workers and the knowledge intensive business processes (KIBPs) is ever increasing, yet they seem very hard to control and manage. The purpose of this paper is to grasp the specific characteristics of KIBPs and how they differ from non‐knowledge intensive business processes (non‐KIBP), also to question how organizations are using business process management (BPM) to manage and improve KIBPs. The differences in maturity and effectiveness of both types of processes are also evaluated.

Data for this research were collected through an online survey. The survey was designed based on a previously conducted exploratory study with semi‐structured interviews as well as the literature. The target group was BPM practitioners and the final sample included 98 respondents. Due to non‐normality, the analyses were conducted with non‐parametric tests. The research questions were analysed using Mann‐Whitney U test and Spearman's correlations.

It was found that KIBP and non‐KIBP have clearly different characteristics, such as the level of complexity, repeatability and creativity required. Also it was found that these processes are not managed or improved differently than non‐KIBPs, and suggest that organizations need to take these differences into consideration while managing and improving these processes. Furthermore, the results suggest that applying methodologies that aim to provide operational improvements may not necessarily produce the best results for KIBPs.

The paper answers a call for further development of the body of knowledge on knowledge‐intensive business processes, a rapidly emerging field of interest for BPM practitioners, where a clear gap in literature exists.

This paper presents a design approach for process-based knowledge management (PKM) systems that can support knowledge-intensive processes where effective task execution is highly reliant on the knowledge and expertise of participants executing the tasks. The proposed design approach includes design methods and kernel theories governing the design of PKM systems and can also be easily integrated with existing systems analysis and design techniques.

The design science research methodology is used to design and develop the artifact which includes the overall PKM design approach. Information systems design theory is used as a high-level framework to develop and structure the design approach. Relevant design methods and behavioral theories are reviewed to identify kernel theories that guide the design and development of PKM systems. The design approach consists of meta-requirements for PKM systems and design processes to achieve the meta-requirements. A feasibility study is conducted to evaluate the feasibility of the proposed approach.

The design approach presented in this paper can guide system analysts and system developers in the design of knowledge management systems for supporting knowledge-intensive processes. The paper also includes a comprehensive design theory for PKM systems consisting of meta-requirements and a synthesis of various kernel theories into actionable design procedures. The proposed procedures include knowledge requirements modeling, knowledge flows modeling and knowledge and process performance modeling procedures. The feasibility study indicates that the PKM approach can be more useful and effective than solely using unified modeling language (UML)-based systems analysis and design techniques for the design of PKM systems.

An implication to information systems design research is the feasibility of developing a specialized design approach that incorporates significant domain knowledge to solve complex information system design problems. An implication to practice is the significant potential to improve productivity and effectiveness of systems analysts and designers in developing PKM systems. A limitation is the small sample size of the feasibility study used to evaluate the ease of use and utility of the design approach.

The study makes a unique contribution by proposing a design approach that integrates business process and knowledge management considerations. The approach is particularly valuable because of the focus on integration with existing systems analysis and design techniques, thus allowing for easier adoption.

This paper aims to present research into the improvement of knowledge‐intensive business processes.

A literature review is conducted that indicates that a gap exists in the area of knowledge‐based business process improvement (KBPI). Sir Karl Popper's theory of objective knowledge is used as a conceptual basis for the design of a business process improvement (BPI) framework. Case studies are conducted to evaluate and further evolve the improvement framework in two different organisations.

Highlights the gap in the literature. Draws attention to the merits of KBPI. Reports on the design of an improvement framework for knowledge‐intensive business processes, and on the lessons learned from the conducted case studies.

Practical and time constraints limit the scope of the case studies. General applicability can be inferred, but not tested, due to the small number of case studies.

A new practical way to achieve performance improvement, that utilises structured tools on intangible organisational assets. The framework can be applied by organisations that run knowledge‐intensive business processes.

This paper addresses a gap in the area of KBPI. It combines concepts from business process management with a robust theory of knowledge to design a practical improvement framework. The paper also contains interesting argumentation supporting the use of Karl Popper's epistemology in BPI and knowledge management.

This paper focuses on the “how” of business analytics (BA) value creation, which remains an open research problem and a practical challenge. The main purpose of this paper is to propose a novel BA value creation mechanism that is BA-enabled improvement of Knowledge-intensive Business Processes (KIBPs), with experiential knowledge of decision makers as the key to a more sustainable BA-enabled competitive differentiation.

This research uses a qualitative research case study, conducted in a large retail distribution company. The research insights were observed through a combined lens of work systems theory and the knowledge-based view (KBV) of the firm, using an interpretive approach.

The proposed theoretical model identifies three stages of KIBP improvement through BA and explains how they lead to a sustainable BA-enabled competitive differentiation. Stage 1 focusses on BA support for individual knowledge-intensive tasks, Stage 2 focusses on individual decision makers and their ability to gain KIBP-related analytical insights and turn them into action; and Stage 3 on sharing of the acquired experiential knowledge amongst decision makers using BA.

In addition to proposing a novel mechanism for BA value creation, this research demonstrates the importance of leveraging experiential knowledge of decision makers as a pathway to a more sustainable competitive differentiation through BA. This, in turn, creates new opportunities for knowledge management researchers to engage in BA-related research. It also opens a new approach for BA researchers to investigate BA value creation mechanisms through the lens of KBV, rather than more common resource-based or capability-based views.

The methods of quality management, business process management and knowledge management have until now been exploited by science and the industry separately. An integration of these disciplines could unlock the potential of a solid structure to measure and gradually improve knowledge transfer processes. This paper aims to address this issue.

A maturity model was developed for SMEs to measure and assess the quality of their business processes. This enabled the companies to determine their existing status and to take the necessary actions for the competence development of their business processes, which should contribute to the attainment of their knowledge management goals.

This paper introduces a maturity model for knowledge‐intensive business processes that enables companies to determine their processes' actual state and take the corresponding actions for their business processes improvement, in which special attention is being given to small and medium‐sized enterprises (SMEs).

The paper proposes an SME‐specified maturity model for knowledge‐intensive business processes. Its assessment procedure is developed based on literature researches and investigation of real processes of two industrial SMEs. This maturity model has advantages over other existing models since it accounts for the needs of SMEs by incorporating the company preference over the measured areas.

The aim of the article is to propose an integrated definition of knowledge-intensive business processes (kiBPs) and a model of business process (BP) knowledge intensity and develop holistic criteria and measures for the assessment of BP knowledge intensity.

A qualitative systematic literature review (SLR) was carried out as a means of evaluating and interpreting all available research relevant to the research topic, in this case, BP knowledge intensity. The SLR is based on the resources of the ProQuest, Springer Nature and ScienceDirect full-text databases. Regarding inclusion criteria, the authors considered peer-reviewed journals and conference proceedings published in English in the last 10 years. The results were summarized and synthesized narratively.

Based on the review, the authors classified existing knowledge intensity definitions, starting with knowledge-intensive economy or country, sectors and services, through knowledge-intensive organizations, BPs, to tasks. Then, an integrated definition of kiBPs was proposed and the business process knowledge intensity model encompassing three domains developed. Finally, 12 knowledge intensity criteria with measures were proposed.

The major value of this research is that it presents a novel approach to understanding BP knowledge intensity and kiBPs. By creating the BP knowledge intensity model, supplemented by the assessment criteria and measures, the authors contribute to the more effective management of kiBP, help find similarities and differences between various knowledge-intensive processes, as well as provide important implications for their effective management and research.

This paper aims to further research on leadership and knowledge management through formal knowledge strategies in knowledge-intensive organizations (KIOs), and analyse knowledge management challenges and approaches within KIOs, especially tacit knowledge.

This paper is based on conceptual and literature research.

Managing knowledge as an organizational asset involves how knowledge is obtained, stored and organized, and accessed and shared when needed. This is crucial for KIOs. Knowledge that is not captured, understood and transferred, throughout the organization, is useless. This requires the integration of systems and processes with people and leadership. Tacit knowledge generation and transfer is especially important in KIOs. In particular, the success of KIOs depends crucially on management’s ability to give leadership in a way that supports knowledge-intensive teamwork. The global nature of internal and external knowledge networks adds to the leadership challenge. This can be made more complex by cultural differences, intellectual property protection (formal and informal) and talent scarcity.

Further research is needed to identify the types of KIO and to better understand sound common knowledge management and related leadership principles across all types of KIO and those that are more context-dependent on the type of KIO and/or its business and cultural context. More research is needed on policy making organizations, in-company policy-making research and development and creative industries.

The paper takes forward research on leading knowledge management in KIOs and introduces 14 challenging new papers in this specific field of research.

In this paper we present a new approach for integrating knowledge management and business process management. We focus on the modelling of weakly‐structured knowledge‐intensive business processes. We develop a framework for modelling this type of processes that explicitly considers knowledge‐related tasks and knowledge objects and present a workflow tool that is an implementation of our theoretical meta‐model. As an example, we sketch one case study, the process for granting full old age pension as it is performed in the Greek Social Security Institution. Finally we briefly describe some related approaches and compare them to our work and draw the main conclusions and further research directions.