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This study aims to determine whether socially friendly business strategy impacts social sustainability performance and, if so, whether social management process and spiritual capital act as mediators and moderators of the relationship.

This study uses a comprehensive research framework consisting of the mediation and moderation relationship among four constructs, namely, socially friendly business strategy, social management process, spiritual capital and social sustainability performance. A total of 433 owners/managers of micro, small and medium-sized firms (MSMEs) in the Indonesian province of East Java took part in this study, and the data were gathered using a survey method. The resource-based view, stakeholder theory and partial least squares structural equation modelling are all used in this study to evaluate and explain the hypotheses.

The results show that both socially friendly business strategy and social management process positively affect social sustainability performance. Further analysis reveals that spiritual capital moderates the effect of socially friendly business strategy on social sustainability performance. Second, social management process mediates the influence of socially friendly business strategy on social sustainability performance in part.

The current study has limitations. First, it restricts the scope of its sample to MSMEs in Indonesia’s East Java Province. As a result, it also restricts its generalizability, and care must be used if the findings are applied to other types of organizations and geographic areas. Second, some survey participants needed help to complete the online questionnaire. As a result, collecting the data were less successful than anticipated. This study has significant implications for the development of the stakeholder theory, particularly in elucidating the mechanisms by which socially responsible corporate strategies, social management practices and performance in terms of social sustainability are affected.

The findings provide a comprehensive guidance for owners/managers in reorienting their business strategy, managing the social management process and building their spiritual capital to achieve social sustainability performance. It provides materials for researchers and students who are interested in studying the subject matter.

MSMEs have a significant role in society. The welfare of society will therefore increase if social sustainability performance is successful. The overall model of social sustainability performance improvements and its antecedents are presented in this study.

To the best of the authors’ knowledge, this study is among the first attempts to explore the general model of improving social sustainability performance using four constructs that are rarely used in previous studies. It also uses a new data set and research setting in Indonesia as one of the emerging countries.

The purpose of this paper is to assess the state of the art of social business process management (Social BPM), explaining applied approaches, existing tools and challenges and to propose a research agenda for encouraging further development of the area.

The methodology comprises a qualitative analysis using secondary data. The approach relies on searches of scientific papers conducted in well-known databases, identifying research work related to Social BPM solutions and those contributing with social characteristics to BPM. Based on the identified papers, the authors selected the most relevant and the latest publications, and categorized their contributions and findings based on open and selective coding. In total, the analysis is based on 51 papers that were selected and analyzed in depth.

Main results show that there are several studies investigating modeling approaches for socializing process activities and for capturing implicit knowledge possessed and used by process actors, enabling to add some kind of flexibility to business processes. However, despite the proven interest in the area, there are not yet adequate tools providing effective solutions for Social BPM. Based on our findings, the authors propose a research agenda comprising three main lines: contributions of social software (SS) to Social BPM, Social BPM as a mechanism for adding flexibility to and for discovering new business processes and Social BPM for enhancing business processes with the use of new technologies. The authors also identify relevant problems for each line.

Some SS tools, like wikis, enable managing social aspects in executing business processes and can be used to coordinate simple business processes. Despite they are commonly used, they are not yet mature tools supporting Social BPM and more efficient tools are yet to appear. The lack of tools preclude organizations from benefitting from implicit knowledge owned by and shared among business process actors, which could contribute to better-informed decisions related to organizational processes. In addition, more research is needed for considering Social BPM as an approach for organizations to benefit from the adoption of new technologies in their business processes.

The paper assesses the state of the art in Social BPM, an incipient area in research and practice. The area can be defined as the intersection of two bigger areas highly relevant for organizations; on the one hand, the management and execution of business processes; and on the other hand, the use of social software, including social media tools, for leveraging on implicit knowledge shared by business process actors to improving efficiency of business processes.

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.

Traditional approaches to business processes and their management consider the “people dimension” as an antecedent of process performance. The authors complemented this approach by considering employees as process perceivers and thus taking an employee-centered perspective on business processes. The authors investigated dimensions of healthy business processes, that is, processes which, while promoting performance, foster employee well-being.

Based on a qualitative dataset and two quantitative studies, the authors developed and validated a scale for healthy business processes, interpreted it from a salutogenic perspective and tested relationships with people and performance outcomes.

The scale comprises four factors reflecting the three dimensions of the salutogenic concept “sense of coherence”: manageability was represented by the factors process tools and process flexibility; comprehensibility was represented by the factor process description; and meaningfulness was represented by the factor management support. The scale and its subscales were significantly related to people and performance outcomes.

The authors propose that health-oriented business process management and performance-oriented business process management are two components of an integrated business process management that favors neither a functionalist, efficiency-oriented approach nor an employee-oriented approach, but takes both approaches and their interaction equally into account in the sense of person-process fit.

The purpose of this paper is to present a framework for social business process management (BPM) in which social tagging is used to capture process knowledge emerging during the design and enactment of the processes. Process knowledge concerns both the type of activities chosen to fulfil a certain goal and the skills and experience of users in executing specific tasks. This knowledge is exploited by recommendation tools to support the design and enactment of current and future process instances.

The literature about traditional BPM is analysed to highlight the limitations of traditional BPM regarding management of ad hoc and semi-structured processes. Having identified this gap, an innovative BPM framework based on social tagging is proposed to address these limitations. This model is exemplified in a real case scenario and evaluated through the implementation of a prototype and a case study in real world non-profit organisation.

An overview of the social BPM framework is presented, introducing the concepts of role and task recommendation, which are supported by social tagging. The prototype shows the buildability of the social BPM framework as an extension of a Wiki platform. The case study demonstrates that the social BPM framework improves user collaborativeness in designing and executing process instances.

The applicability of the framework is targeted to ad hoc and possibly semi-structured business processes and it does not extend to highly procedural and codified processes. A single case study limits the generalisability of the evaluation results.

The social BPM framework is the first to introduce task and role recommendation supported by social tagging to overcome the limitations of traditional BPM models.

Business Process Management (BPM) is key for successful organisational management. However, BPM techniques are often criticized for their inability to deal with continuous and significant change and uncertainty. Following recent calls to make BPM more agile and flexible towards change, this study presents the results of a systematic literature review (SLR) of agile concepts in BPM. Analysing and synthesising previous works and drawing on agility research in the field of IS, this paper introduces a framework for agile BPM. Integrating different components that define agility in the context of BPM, this framework offers a number of important implications. On the theoretical side, the authors argue that the concept of agile BPM departs in some important ways from traditional BPM research. This, in turn, points to various opportunities for future research. On the practical side, the authors suggest that emerging technologies, such as process mining, embody important features that help organisations to be more responsive to change. The paper aims to discuss these issues.

To assess the state of the art of agility in the BPM research, the authors conducted an SLR. More specifically, the authors drew on the approach of vom Brocke et al. (2009, 2015), which consists of five steps: defining the scope of the review; conceptualising the topic; searching for literature; analysing and synthesising literature; and developing a research agenda.

This study presents the results of a systematic review of agile concepts in BPM. This study then proposes a resulting research framework that can be used to strengthen the concept of agile BPM and provides an agenda for research in this rapidly growing and increasingly necessary area of BPM.

In this paper, the authors establish a shared understanding of agile BPM and develop an agile BPM framework that represents the current state as well as implications for research and practice in agile BPM.

This study aims to endeavor to shed light on the underlying causal mechanisms behind the failure of startups by examining the failure process in such organizations. To achieve this goal, the study conducted a comprehensive review of the literature on the definition of failure and its various dimensions, resulting in the compilation of a comprehensive list of causes of startup failure. Subsequently, the failure process was analyzed using a behavioral strategy approach that encompasses rationality, plasticity and shaping, as well as the growth approach of startups based on dialectic, teleology and evolution theories.

The proposed research methodology was a case study using process tracing, with the sample being a failed platform in the ride-hailing technology sector. The causal mechanism was further explicated through the combined application of the behavioral strategy approach and interpretive structural modeling analysis.

The findings of the study suggest that the failure of startups is a result of interlinked causes and effects, and growth in these organizations is driven by dialectic, teleology and evolution theories.

The outcomes of the research can assist startups in formulating an effective strategy to deliver the right value proposition to the market, thereby reducing the chances of failure.

The purpose of this paper is to describe the challenges of implementing a records management system in an ever changing business, regulatory and operational landscape and to suggest remediation measures.

The approach is based on the author's experiences of implementing large scale enterprise‐wide content and records management systems. Practical advice is provided on key measures to be undertaken to mitigate the challenges of implementing records management systems.

The key findings highlight that records managers must have a deep understanding of the business/regulatory environment, technology landscape and the organizational culture. The challenge of managing records in multiple applications, different platforms and varying formats coupled with constantly changing business, regulatory and technology environments is not easy. By properly planning the design and development of the technology system, one can look forward to a well received used records management programme.

The paper describes the challenges facing records managers in implementing a technology solution and highlights key areas that records managers need to focus on during the implementation lifecycle and describe key lessons learnt.

The paper is beneficial to information and compliance managers who are looking to automate the task of records and information management by providing key considerations prior to and during the implementation of large scale enterprise wide technology systems. It provides valuable insight and key points that must be discussed by any implementation team prior to embarking upon a major records management systems initiative.

The aim of this article is to investigate individuals' attitudes about organizational change, considering implementation of business process management (BPM) and resistance to change.

The study examines the attitudes of subjects that experienced organizational change in the context of BPM in Brazil. In order to measure resistance to organizational change, 22 interviews were conducted using a script adapted from Pereira et al. (2019). The study considered two main agents: BPM implementers and end-users. Data were analyzed qualitatively via content analysis.

The results provided interesting insights. In relation to the individuals' attitudes, satisfaction, fear, stress and anxiety were the most frequently reported. However, opinions contradict the negative feelings expressed, given that organizational benefits, facility and pleasure at work and personal benefits were the most frequently reported. In regard to behavior, individuals approved change and in general accepted it. Finally, in terms of confidence in management, the subjects reported leadership and trusting their bosses as positive points.

Study limitations include the difficulty in finding end-users on LinkedIn, the fact that convenience sampling was used and the possible false memory of respondents.

The approach used in this study provided a relevant contribution to the area under study, primarily via the new findings, that is, elements of resistance to change that emerged from the data.

The phenomenon of mobile social networking site (SNS) addiction has become increasingly severe nowadays and brings adverse outcomes to users’ daily life and work efficiency. However, there are relatively few research probes into the formation process of mobile SNS addiction behavior, and how demographic factors (e.g. gender and age) influence users’ addiction behavior. Adopting the stimulus–organism–response (S–O–R) framework, this study examines the effects of three types of technological functions (enjoyment, sociability and information value) on flow in relation to mobile SNS addiction. The authors further proposed gender and age as moderators, which play important roles in influencing the formation of mobile SNS addiction behavior.

This study examines the formation of mobile SNS addiction with a particular focus on the WeChat app. The authors use a field survey study conducted in China with 351 subjects of WeChat app users to examine thestudy model.

The results demonstrate that addictive behavior is determined by users’ flow states of using mobile SNS. The flow states, in turn, are influenced by three types of technological functions (enjoyment, sociability and information value). In addition, gender and age act as vital moderators in the model.

First, the authors empirically examine the formation of SNS addiction on the mobile device by adopting the S–O–R framework, which may enrich the addiction literature. Second, the authors reveal the moderating roles of age and gender in affecting the formation process of addiction behavior further. The findings of this research deepen our understanding of users’ addiction behavior. Third, the findings also offer rich insights to prevent mobile SNS addiction.