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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.

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.

Despite the competitive necessity of New Service Development (NSD), research into NSD and specifically within hospitality is scant. As tourists are becoming more sophisticated and less loyal, hotels need to continuously innovate to address the dynamically changing tourists’ demands and the fierce competition. This study aims to explore the level, type and processes of NSD efforts that Greek hotels undertake for creating, assessing and further improving their NSD practices. To achieve that, literature on NSD is critically reviewed and expanded. Data from the Greek hotel sector revealed not only that hotels need to substantially increase their NSD activities, but findings also confirmed the fact that, in contrast to manufacturing, NSD in services should consider the ad hoc nature of processes in service development as well as the role and participation of guests and other stakeholders in NS processes.

The place branding process in cities and tourism destinations is usually steered by a central organization but in rural places, a focal actor often does not exist. The purpose of this paper is to identify which approaches to place branding processes are applied in different rural places. This is done by seeing the place branding process as a service ecosystem with focus on actor engagement.

A theoretical framework based on the concepts of service ecosystems and actor engagement is developed. This is then applied to analyse qualitative data collected through semi-structure interviews with participants from several Danish rural places.

The authors identify four different types of rural place branding processes along three dimensions: existence and type of a focal actor; type, extent and temporal properties of other actor groups’ engagement; and organization of the process, including its formalization, centralization and strategic focus. Type 1 is a highly formalized, centralized and strategically driven process under the leadership of a public authority. The other types are community-based approaches. Type 2 is formalized, centralized and strategically driven process. Type 3 is less formalized but also centralized and strategically focused. Type 4 is a non-formalized, decentralized process with ad hoc initiatives.

This paper applies a service marketing-based framework to analyse qualitative empirical data from different cases of rural places and identify different place branding processes.

The purpose of this paper is to introduce a novel role model-based approach for modelling collaborative business processes. The authors present an architecture for subject-oriented business process modelling relying on the role concept and the demonstration of collaboration patterns expressed by role models.

The authors present a literature review and they identify requirements for collaborative business process modelling. Moreover, roles are introduced as the enabling concept for collaborative business process modelling. The concept of roles offers a dynamic type aspect as a linking element to business process modelling as well as the ability to model collaboration aspects as they are central elements of social software.

The authors propose a role-based approach to use the potential of social media for business process modelling of collaborative processes. The approach helps to overcome traditional business process modelling drawbacks like “model-reality divide” and “lost innovations.”

The proposed approach and derived prototype architecture have not been tested yet and therefore still need to be empirically proved and verified. However, the conceptual work will help other researchers as well as practitioners to further elaborate the model and to develop prototypes.

The paper includes implications for the improvement of business process modelling in team-based and knowledge-centric organizations, which strive for an optimization of collaboration management.

This work is the first to introduce a role model-based approach to overcome traditional drawbacks of business process modelling.

In order to support transformational business change, IT needs to streamline the process of bringing new IT processes to life.

In today’s ever-changing business world, nobody knows what is around the corner, so improving agility is the best way to the future-proof organization.

IT Service Management is the ability to collect data, analyze it, to make reports, and to implement improvements in agile mode, sometimes make it challenging to manage all these informational organization assets effectively. To perform real-time monitoring of these activities, manage, and be able to involve the final user in the heart of the IT process, or reduce operating cost, agility is the ideal solution.

In this chapter, the authors propose a global strategic model to improve Information Technology Service Management service management processes with the additions of two drivers: agility management and security management.

A literature review was conducted in order to establish a detailed definition of a knowledge-intensive process (KiP). Moreover, relevant theories from humanities – especially the fields of linguistics and philosophy – were thoroughly researched and adapted for establishing descriptive and analytical foundations for the phenomena involved. Finally, a cognitive business process management (BPM) theory was proposed in order to assess how sufficient are its respective explanatory and predictive powers. This study aims to discuss the aforementioned objective.

This study proposes a novel theory for KiPs that describe the process flow based on the participants' interactions and their beliefs, desires and intentions as the main drivers of the process enactment and execution.

The proposal puts forth a comprehensive definition of a KiP, depicting knowledge intensity, participant interaction and decision-making. The inner dynamics of each of these two elements (as well as other associated elements) are described as an information systems (IS) theory that enables the study of KiPs in detail, going beyond the typical techniques of the BPM field and common obstacles.

A theory proposal for KiP that applies concepts from speech act theory and intentional states as the main drivers for understanding the process dynamics are, to the best of the authors' knowledge, not present at the literature. Being an original proposal, the real-world scenario discussed brings up the explanatory and predictive powers of the theory as well as its innovative value for research in the field.

Building process innovation capability (PIC) is becoming increasingly important to keep pace with changing business environments and emerging technological opportunities. However, the literature on process innovation capability (PIC) is still very broad and does not consistently reflect today's reality that is becoming increasingly complicated and knowledge-intensive, leading to more organizational needs for supporting less-structured business processes (LSBP).

Based on a systematic literature review (SLR), the authors provide evidence for this under-investigated subject by consolidating organizational capabilities for managing PIC in LSBP. The authors screened 1,083 and identified only 26 peer-reviewed articles that simultaneously encompass process innovation and LSBP.

The authors explain which LSBP types are typically addressed, and in which sectors. The authors categorize research avenues, best practices and a framework that links PIC to performance outcomes by also considering business environments. Three theories (i.e. resource-based view, dynamic capabilities and sociotechnical theory) help to underpin the six empirically observed capabilities along three pillars (i.e. people, process and technology).

Besides a research agenda, the authors offer a conceptual framework for PIC in LSBP as a reference to guide scholars and practitioners.

The authors offer best practices, as derived from the literature.

This is the first SLR for PIC in LSBP, consolidating and categorizing the PIC-LSBP characteristics. Due to few studies on the subject, this work contributes to a deeper understanding of the PICs needed for LSBP to obtain the desired performance outcomes.

The purpose of this paper is to clarify how end‐users' tacit knowledge can be captured and integrated in an overall business process management (BPM) approach. Current approaches to support stakeholders' collaboration in the modelling of business processes envision an egalitarian environment where stakeholders interact in the same context, using the same languages and sharing the same perspectives on the business process. Therefore, such stakeholders have to collaborate in the context of process modelling using a language that some of them do not master, and have to integrate their various perspectives.

The paper applies the SECI knowledge management process to analyse the problems of traditional top‐down BPM approaches and BPM collaborative modelling tools. Besides, the SECI model is also applied to Wikipedia, a successful Web 2.0‐based knowledge management environment, to identify how tacit knowledge is captured in a bottom‐up approach.

The paper identifies a set of requirements for a hybrid BPM approach, both top‐down and bottom‐up, and describes a new BPM method based on a stepwise discovery of knowledge.

This new approach, Processpedia, enhances collaborative modelling among stakeholders without enforcing egalitarianism. In Processpedia tacit knowledge is captured and standardised into the organisation's business processes by fostering an ecological participation of all the stakeholders and capitalising on stakeholders' distinctive characteristics.

Program budgeting and marginal analysis (PBMA) is a priority setting approach that assists decision makers with allocating resources. Previous PBMA work establishes its efficacy and indicates that contextual factors complicate priority setting, which can hamper PBMA effectiveness. The purpose of this paper is to gain qualitative insight into PBMA effectiveness.

A Canadian case study of PBMA implementation. Data consist of decision-maker interviews pre (n=20), post year-1 (n=12) and post year-2 (n=9) of PBMA to examine perceptions of baseline priority setting practice vis-à-vis desired practice, and perceptions of PBMA usability and acceptability.

Fit emerged as a key theme in determining PBMA effectiveness. Fit herein refers to being of suitable quality and form to meet the intended purposes and needs of the end-users, and includes desirability, acceptability, and usability dimensions. Results confirm decision-maker desire for rational approaches like PBMA. However, most participants indicated that the timing of the exercise and the form in which PBMA was applied were not well-suited for this case study. Participant acceptance of and buy-in to PBMA changed during the study: a leadership change, limited organizational commitment, and concerns with organizational capacity were key barriers to PBMA adoption and thereby effectiveness.

These findings suggest that a potential way-forward includes adding a contextual readiness/capacity assessment stage to PBMA, recognizing organizational complexity, and considering incremental adoption of PBMA’s approach.

These insights help us to better understand and work with priority setting conditions to advance evidence-informed decision making.