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The aim of this article is to present the relationship between the nature of business processes (BPs) and the nature of knowledge used in the course of their execution on the basis of an analysis of the relevance of different dimensions of BPs. The conclusion presented herein points to the inextricable relationship between business process management (BPM) and knowledge management (KM) in the knowledge economy (KE).

The paper is conceptual in nature and is grounded in the theories of BPM and KM.

The article analyses the significance of the changing nature of BPs for particular dimensions of BPs, as well as the relationships between the nature of BPs and the kinds of knowledge used in subsequent stages of the BPM Lifecycle. These relationships, which are primarily tied to the dimensions of BP Unpredictability and Knowledge-intensity, should be taken into account in each element of the BPM ecosystem to a larger degree, the larger the significance of processes which require dynamic management in an organization.

The article is a contribution to the theoretical reflection on the holistic approach to BPM. It expressly points to the inevitable necessity of integration (dynamic) BPM with KM, with the exception of the specific case of traditional BPM, which encompasses structured BPs. This integration requires us to take into account the influence of KM in virtually all of the elements of the BPM ecosystem.

The article points to the necessity of researching the nature of executed and managed BPs as early as in the course of preparing the organization to implement BPM in the KE. The aim is to select and/or adapt implementation methodologies and systems, supporting BPM in the organization to the real BPs nature. The analysis presented in the article on the dimensions of BPs points to the particular significance of the method of adjusting elements of the BPM ecosystem in the execution and analysis and diagnosis stages of the BPM lifecycle.

The article presents an original view of the interrelations between BPM and KM in the knowledge intensive organizations (KIOs) in the KE.

The purpose of this study is to give an in-depth understanding of the nature of business processes (BPs) from the perspective of their dynamism and knowledge intensity that will allow for their correct classification and provide practical and useful implications for their more relevant and effective management. A simple and low labor-intensive BP nature assessment approach is proposed that will allow for objective assessment and internal benchmarking of all BPs in a specific context of execution based on their nature.

The research is divided into two parts. The first comprises a systematic literature review (SLR) based on the resources of the ProQuest, Springer Nature and ScienceDirect full-text databases and the second includes illustrative case studies.

Building on the SLR, the authors identified and reviewed 3,385 articles and defined a set of criteria by which the nature of BPs can be assessed. Further, the authors proposed a BP nature assessment matrix together with complementary questionnaires for the evaluation of process dynamism and knowledge intensity. To demonstrate the logic of this approach, two illustrative case studies were presented.

The article contributes to the theoretical reflection on the nature of BPs in the knowledge economy. From the practical point of view, a novel approach to the assessment of the nature of BPs is offered. The approach is open and as experience is accumulated it will develop according to the data and recommendations collected.

The aim of this paper is to identify the main challenges and limitations of current business process management (BPM) development directions noticed by researchers, as well as to define the areas of the main BPM paradigm shifts necessary for the BPM of tomorrow to meet the challenges posed by Industry 4.0 and the emerging Industry 5.0. This is extremely important from the perspective of eliminating the existing broadening gap between the considerations of academic researchers and the needs of business itself.

A systematic literature review was conducted on the basis of the resources of two digital databases: Web of Science (WoS) and SCOPUS. Based on the PRISMA protocol, the authors selected 29 papers published in the last decade that diagnosed the challenges and limitations of modern BPM and contained recommendations for its future development. The content of the articles was analyzed within four BPM core areas.

The authors of the selected articles most commonly point to the areas of organization (21 articles) and methods and information technology (IT) (22 articles) in the context of the challenges and limitations of current BPM and the directions of recommended future BPM development. This points to the prevalence among researchers of the perspective of Industry 4.0 – or focus on technological solutions and raising process efficiency, with the full exclusion or only the partial signalization of the influence of implementing new technologies on the stakeholders and in particular – employees, their roles and competencies – the key aspects of Industry 5.0.

The proposal of BPM future development directions requires the extension of the BPM paradigm, taking into account its holistic nature, especially unpredictable, knowledge-intensive business processes requiring dynamic management, the need to integrate BPM with knowledge management (KM) and the requirements of Industry 5.0 in terms of organizational culture. The limitation is that the study is based on only two databases: WoS and SCOPUS and that the search has been narrowed down to publications in English only.

The proposal of BPM future development directions also requires the extension of the BPM paradigm, taking into account the specific challenges and limitations that managers encounter on a daily basis. The presented summaries of the challenges and limitations resulting from the literature review are accompanied by recommendations that are primarily dedicated to practitioners.

The article indicates the area people and culture as one of the four core areas of BPM. It emphasizes the necessity to account to a greater degree for the influence of people, their knowledge, experience and engagement, as well as formal and informal communication, without which it is impossible to use the creativity, innovativeness and dynamism of the individual and the communities to create value in the course of business process execution.

To the authors' knowledge, this is the first systematic review of the literature on the limitations of modern BPM and its future in the context of Industry 4.0 and Industry 5.0.

The aim of the article is to propose BPMN extensions that facilitate the modeling of Clinical Pathways in a way that enables for various groups of users, the transfer of a much wider range of information in the form of process models without compromising their readability and usefulness.

The paper uses the design science research methodology (DSRM) and covers phases of a design-oriented research project extending BPMN notation for clinical pathway modeling.

The article proposes extensions of BPMN in 5 areas, enabling standardization of the description of business processes of different natures and complexity and in turn meeting the needs and requirements of modeling clinical pathways and, more broadly speaking, knowledge-intensive business processes (kiBPs) in general. As shown by the evaluation carried out among medical personnel, the proposed extensions allow for the readable transfer of a considerably larger body of information relevant to the planned, conducted and assessed therapy (kiBPs) than the current BPMN 2.0 standard.

The BPMN extensions proposed in the article fill the gaps in this notation and do not require users to know many notations, which in practice is unrealistic. Defined extensions to the BPMN specification makes it possible to standardise the description of processes of different natures and levels of complexity. In this way, both simplified models (and views of models) dedicated to users unfamiliar with BPMN and models (or views) using advanced possibilities provided by BPMN can be based on one standard, even if they use only a small part of its possibilities.

The purpose of this paper is to investigate whether the current business process management (BPM) maturity models meet the requirements of evaluating organizations in the knowledge economy (KE) which manage processes in a dynamic way.

In this study, a content analysis of the OMG (2008) Business Process Maturity Model and ten research papers on the practical application of business process management maturity models was conducted. The nature of the study is descriptive and based solely on information from secondary data sources.

The research results reveal that the current BPM maturity models do not correspond with the knowledge-based organizations and take into account knowledge-intensive (usually dynamic) processes in a very limited way. That is why the adaptation of the current BPM maturity models to the KE is needed.

This paper contributes to the BPM theory and practice in two ways. First, it provides an enhanced insight into the requirements of the KE toward BPM and BPM maturity models by distinguishing between static and dynamic processes. Second, it formulates the recommendations on possible ways of adapting the current BPM maturity models to the requirements of the KE.

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.