Alb ech , Tobias; Lösse , Benedic ; Röglinge , Maximilian
A icle — Published Ve sion
F om ze o o he o: amp-up managemen as a new c oss-
cu ing business p ocess managemen capabili y
In o ma ion Sys ems and e-Business Managemen
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Sp inge Na u e
Sugges ed Ci a ion: Alb ech , Tobias; Lösse , Benedic ; Röglinge , Maximilian (2024) : F om ze o
o he o: amp-up managemen as a new c oss-cu ing business p ocess managemen capabili y,
In o ma ion Sys ems and e-Business Managemen , ISSN 1617-9854, Sp inge , Be lin, Heidelbe g,
Vol. 22, Iss. 3, pp. 431-456,
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ORIGINAL ARTICLE
In o ma ion Sys ems and e-Business Managemen (2024) 22:431–456
h ps://doi.o g/10.1007/s10257-024-00672-4
Abs ac
Changing business en i onmen s challenge and mo i a e o ganiza ions o ans o m.
To emain compe i i e, o ganiza ions need o emb ace hese dynamics and make
adical changes o how wo k is pe o med. Business p ocess managemen (BPM)
as a holis ic managemen discipline o e s ma u e me hods and end- o-end manage-
men ac i i ies. Howe e , i is subjec o he ension be ween s abili y and change.
While change h ough he imp o emen o exis ing business p ocesses is well un-
de s ood, he implemen a ion and scaling o no el business p ocesses ha e been
neglec ed in BPM esea ch. Hence, his pape p oposes business p ocess amp-up
managemen (BPRUM) as a new c oss-cu ing capabili y a ea o con empo a y and
u u e BPM and explo es ele an sub-capabili ies. Ou wo k syn hesizes insigh s
om an explo a o y in e iew s udy wi h 21 subjec ma e expe s o ad ance he
unde s anding o BPM as a co po a e capabili y ega ding he implemen a ion and
scaling o no el p ocesses. As a esul , his s udy illus a es how BPRUM adds o
mode n BPM and p esen s 40 ac ion-o ien ed sub-capabili ies ha p o ide hands-
on knowledge and p ac ical guidance o e ec i e BPRUM. The eby, i se es as a
ounda ion o u he heo izing on p ocess amp-up and o s uc u ing discussions
among BPM p ac i ione s.
Keywo ds Business p ocess managemen · Capabili y de elopmen · In e iew
s udy · O ganiza ional change · P ocess amp-up
1 In oduc ion
The business wo ld is cu en ly acing a pe iod o unp eceden ed change, wi h new
echnologies, ma ke u bulence, and shi s in consume beha io p esen ing chal-
lenges and oppo uni ies o o ganiza ions o all sizes (Be e ungen e al. 2021; an
Recei ed: 2 Ma ch 2023 / Re ised: 17 Janua y 2024 / Accep ed: 23 Janua y 2024 /
Published online: 3 Sep embe 2024
© The Au ho (s) 2024, co ec ed publica ion 2024
F om ze o o he o: amp-up managemen as a new c oss-
cu ing business p ocess managemen capabili y
TobiasAlb ech 1,2· Benedic Lösse 3· MaximilianRöglinge 1,2
Ex ended au ho in o ma ion a ailable on he las page o he a icle
1 3
T. Alb ech e al.
Looy 2021). Exogenous shocks, e.g., h ough he COVID-19 pandemic and he
Russia-Uk aine wa , cause addi ional dis up ions (Röglinge e al. 2022). In o de
o h i e in such an en i onmen , o ganiza ions mus be able o adap o new ci -
cums ances quickly and e ec i ely (Baiye e e al. 2020; S elzl e al. 2020). They a e
o ced o ans o m hei business models, s a egies, p oduc s, and se ices which
o en equi es making adical changes o he way wo k is pe o med (G isold e al.
2019; G oss e al. 2021). Hence, he success ul implemen a ion and scaling o no el
business p ocesses is c ucial o o ganiza ions seeking o imp o e hei ope a ional
e iciency and compe i i eness (G isold e al. 2021). The associa ed business p ocess
amp-up, i.e., he ope a ional implemen a ion o no el p ocesses ollowing he p o-
cess design as well as hei quan i a i e and quali a i e scaling, o en in ol es adi-
cally e hinking exis ing sys ems and s uc u es, which can be dis up i e and di icul
o manage (G oss e al. 2019).
Business P ocess Managemen (BPM) d i es co po a e success h ough e ec-
i e and e icien business p ocesses. As he o ganiza ional capabili y o o e see-
ing how wo k is pe o med o ensu e consis en ou comes and o ake ad an age o
imp o emen oppo uni ies (Dumas e al. 2018; an de Aals 2013), BPM o e s
ma u e me hods and ools o all phases o he BPM li ecycle (Recke and Mendling
2016). Typically, BPM p ac ices ocus on epe i i e ansac ional p ocess pe o -
mance a he han apid ans o ma ional change (Banda a e al. 2021; Rosemann
2014). In he ligh o he socio- echnical changes b ough abou by digi aliza ion,
new app oaches inc easingly conside p ocess change (G oss e al. 2019). In his con-
ex , BPM aims o d i e in en ional p ocess change, e.g., h ough con inuous p ocess
imp o emen o eenginee ing o exis ing p ocesses (Hamme 2015) o apid p ocess
edesign (Rosemann 2018), and seeks o suppo o ganiza ions in dealing wi h unin-
ended p ocess change, e.g., caused by dis up ion (Mendling e al. 2020; Röglinge e
al. 2022), p ocess de iance (König e al. 2019), o p ocess d i (Pen land e al. 2020).
These ields o esea ch mainly ocus on he imp o emen o exis ing p ocesses and
do no conside no el ones. This is also e lec ed by concep s such as p ocess agili y,
i.e., lexibili y by de ia ion, and p ocess esilience, i.e., lexibili y by design, which
e e o exis ing p ocess lows (Rosemann 2020; Schonenbe g e al. 2008). Recen
esea ch on explo a i e BPM conside s he design o no el business p ocesses bu
neglec s he ac o implemen a ion and scaling (Rosemann 2020; G isold e al. 2019;
G isold e al. 2021).
The p e ailing ocus on exis ing p ocesses and p ocess design is also e lec ed by
he pe inen li e a u e s uc u ing BPM h ough capabili y amewo ks by iden i ying
and ca ego izing he mos ele an capabili y a eas o he success ul implemen a ion
o p ocess o ien a ion in o ganiza ions (de B uin and Rosemann 2007; Ke pedzhie e
al. 2021; Poeppelbuss e al. 2015; an Looy e al. 2022). Only ecen ly, Ke pedzhie
e al. (2021) upda ed he well-es ablished amewo k by de B uin and Rosemann
(2007) o u u e-o ien ed BPM in iew o digi aliza ion. I includes 30 capabili y
a eas s uc u ed along he six co e elemen s o BPM (i.e., S a egic Alignmen , Go -
e nance, Me hods, In o ma ion Technology (IT), People, and Cul u e) (Rosemann
and om B ocke 2015). While his wo k newly conside s agile and ans o ma ional
p ocess imp o emen , i alls sho in conside ing he implemen a ion o no el busi-
ness p ocesses. Agains his backd op, we p esume ha a new c oss-cu ing BPM
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F om ze o o he o: amp-up managemen as a new c oss-cu ing…
capabili y a ea dedica ed o business p ocess amp-up managemen (BPRUM) and
spanning all o he six co e elemen s o BPM is needed o accoun o he omnip es-
en need o o ganiza ions o adap o adical change. This capabili y a ea comple-
men s app oaches based on agile BPM and dynamic capabili ies in he BPM li ecycle,
which a e p ima ily conce ned wi h he ongoing e olu ion o p ocesses in dynamic
en i onmen s (Badakhshan e al. 2019; Be na do e al. 2017; Teece 2007). In line
wi h ecen esea ch asking o challenge and upda e exis ing capabili y amewo ks
and hei capabili y a eas (Ke pedzhie e al. 2021; Rosemann 2014; an de Aals
2013), we pose ou wo old esea ch ques ion as ollows: How does BPRUM add o
mode n BPM capabili y a eas and wha a e i s sub-capabili ies?
We answe his esea ch ques ion by pe o ming an explo a o y in-dep h in e -
iew s udy (Schul ze and A i al 2011), conduc ing 21 in e iews wi h subjec ma e
expe s om di e en o ganiza ions o a ious sizes (i.e., om s a -ups o in e na-
ional la ge-size en e p ises) and indus ies (e.g., so wa e, echnology, and logis ics).
D awing on ou insigh s, we i s elabo a e on he na u e o business p ocess amp-up
and iden i y se en cha ac e is ics ha dis inguish i om es ablished BPM phenom-
ena. Ou p ima y con ibu ion is he in oduc ion o BPRUM as a new capabili y a ea
o con empo a y and u u e BPM, accompanied by 40 ac ion-o ien ed sub-capa-
bili ies ha p o ide hands-on knowledge and p ac ical ools o e ec i e BPRUM.
Wi h ou esul s, we ad ance he unde s anding o BPM as a co po a e capabili y by
including he pe spec i e o amping up no el business p ocesses and s imula e u -
he heo izing on business p ocess amp-up. In addi ion, we suppo BPM p ac i io-
ne s in s uc u ing s a egic discussions on BPRUM as well as in ac i ely moni o ing
and managing cu en business p ocess amp-up ini ia i es.
The emainde o he pape is s uc u ed as ollows: In Sec . 2 we p o ide he
heo e ical backg ound on BPM and BPRUM. In Sec . 3 we desc ibe ou esea ch
design, be o e p esen ing ou esul s in Sec . 4. In Sec . 5 we discuss ou esul s and
gi e heo e ical as well as p ac ical implica ions. We conclude ou pape by poin ing
ou limi a ions and a enues o u u e esea ch in Sec . 6.
2 Theo e ical backg ound
Inc easingly apid, equen , and adical changes o he business en i onmen chal-
lenge o ganiza ions o espond in new ways (Li e al. 2022; See ha aman 2020). To
emain compe i i e in he ace o such dynamics, o ganiza ions a e o en equi ed
o pe o m wo k in an en i ely new o m. Fo ins ance, he COVID-19 pandemic
equi ed public ins i u ions and heal hca e p o ide s o quickly amp-up d i e h ough
es ing, con ac acing, and elemedicine p ocesses. Businesses had o quickly eac
o collapsing supply chains, es ablish social dis ancing measu es, and ind new means
o emo e wo k and collabo a ion (Dwi edi e al. 2020; an Looy 2021). In a busi-
ness wo ld ha is becoming inc easingly ola ile, unce ain, complex, ambiguous,
and hype connec ed (Be e ungen e al. 2021; Wo ld Economic Fo um 2016), imple-
men ing no el p ocesses as well as scaling hem o s eady-s a e ope a ions become an
impo an o ganiza ional quali y o lexibly espond o change.
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T. Alb ech e al.
In he BPM li e a u e, p ocess change is di e en ia ed in e ms o in en ionali y
(i.e., in en ional o unin en ional) and deg ee o change (i.e., inc emen al o adical)
(Röglinge e al. 2022). BPM s i es o e icien and e ec i e execu ion and he con-
inuous managemen o business p ocesses as well as o he de elopmen o o gani-
za ions’ BPM capabili y (Ke pedzhie e al. 2021; om B ocke and Rosemann 2015).
Thus, he majo i y o BPM app oaches is p ima ily ocused on s abili y and planned
imp o emen o he s a us quo (Benne and Tushman 2003; Hamme 2015). This is
in line wi h he analysis o G oss e al. (2019) highligh ing a s ong ocus o BPM
me hods in he analy ical- ansac ional quad an o he edesign o bi (Dumas e al.
2018). A ecen mo e c ea i e- ans o ma ional me hod is o example he NESTT-
me hod by Rosemann (2018). Hence, unin en ional p ocess change has only ecen ly
been b ough in o ocus, in e alia, in he o m o (inc emen al) p ocess d i (Pen -
land e al. 2020) and as a ( adical) consequence o exogenous shocks (Röglinge e al.
2022). In con as , in en ional p ocess change can be aced back o he oo s o BPM.
As such, con inuous p ocess imp o emen (Da enpo 1997) implies inc emen al
change and business p ocess eenginee ing deals wi h adical change (Hamme and
Champy 1994). The li e a u e on ambidex ous BPM acknowledges he dicho omy
be ween adical and inc emen al p ocess change, which a e concep ualized as p o-
cess explo a ion (i.e., adical and oppo uni y-d i en) and exploi a ion (i.e., inc e-
men al and p oblem-d i en) espec i ely (G isold e al. 2019; Rosemann 2014; S elzl
e al. 2020). Explo a i e BPM conside s ha ope a ional e iciency is no longe su i-
cien when dis up i e o ces can unde mine he alue p oposi ion o en i e p ocesses.
Consequen ly, explo a i e BPM in ol es iden i ying oppo uni ies om business and
echnology ends and inco po a ing hem in o p ocesses wi h no el alue p oposi-
ions (G isold e al. 2021; Rosemann 2020). This also implies he iden i ica ion and
design o no el business p ocesses. Howe e , exis ing wo k on explo a i e BPM
pa icula ly ocuses on me hods and ools seeking new p ocess designs (G isold e al.
2021). The implemen a ion and scaling o he in ended business p ocesses as well as
no el p ocesses in esponse o unin en ional adical change ha e no ye been in he
ocus o esea ch.
BPM has a s ong link o capabili y de elopmen . BPM i sel is an en e p ise-le el
capabili y o ensu ing e ec i e and e icien business p ocesses (de B uin and Rose-
mann 2007). In his ega d, i comp ises he skills equi ed o implemen inc emen al
and adical p ocess change as well as o execu e business p ocesses (Poeppelbuss
e al. 2015). Capabili y amewo ks ha e eme ged as a aluable ool o iden i y and
s uc u e he capabili y a eas ha a e mos ele an o he success ul implemen a ion
o p ocess o ien a ion in an o ganiza ion (de B uin and Rosemann 2007; Ke pedzhie
e al. 2021; Poeppelbuss e al. 2015; Rosemann and om B ocke 2015; an Looy
2020). One o he mos equen ly adop ed BPM capabili y amewo ks is ha o de
B uin and Rosemann (2007), which g oups 30 di e en capabili y a eas acco ding
o he six co e elemen s o BPM (i.e., S a egic Alignmen , Go e nance, Me hods,
IT, People, and Cul u e). In he ligh o he challenges b ough abou by digi aliza-
ion, Ke pedzhie e al. (2021) ecen ly p esen ed an upda ed e sion o he BPM
capabili y amewo k. This wo k speci ically add esses he need o new capabil-
i y a eas ela ed o p ocess imp o emen and socio- echnical change. The capabili y
a ea Change Cen ici y pe aining o he co e elemen Cul u e includes con inuous
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F om ze o o he o: amp-up managemen as a new c oss-cu ing…
change by challenging es ablished p ocesses as well as by in ol ing as ialande o
app oaches o p ocess design and imp o emen in he s yle o inno a ion manage-
men . Fu he , ela ed o he co e elemen Me hods/IT, Agile P ocess Imp o emen
desc ibes as and i e a i e imp o emen o business p ocesses and da a-based e al-
ua ion o new p ocess designs. Likewise, T ans o ma ional P ocess Imp o emen
includes he la ge-scale eenginee ing o business p ocesses o le e age echnological
oppo uni ies, including he ealiza ion o p ocess changes (Ke pedzhie e al. 2021).
Conside ing he hi he o ocus on he ela ion o change and p ocess imp o emen ,
addi ional BPM capabili ies a e equi ed o accommoda e adical change h ough
no el p ocesses ac oss all co e elemen s (Röglinge e al. 2022).
Figu e 1 illus a es he upda ed BPM capabili y amewo k based on he semi-
nal wo ks o de B uin and Rosemann (2007) and Ke pedzhie e al. (2021), wi h
BPRUM as a new c oss-cu ing BPM capabili y a ea. BPRUM comp ises he skills
and p ac ical ools needed o he in eg a ed implemen a ion and scaling o no el
business p ocesses ac oss all co e elemen s. I p esen s a s a ing poin in mode n
BPM capabili y de elopmen o speci ically accoun o en i ely new condi ions o
omo ow’s BPM ha may equi e a c oss-cu ing scope and may also pa ly ake
up on and newly o ches a e aspec s o exis ing capabili y a eas. This is he case o
he implemen a ion and scaling o no el p ocesses in an en i onmen cha ac e ized
by he omnip esen need o o ganiza ions o manage (un)in en ional adical change.
We de ine BPRUM as he in eg a ed managemen o he implemen a ion o no el
p ocesses om concep o eali y and o hei quan i a i e and quali a i e scaling
un il he comple ed ansi ion o s eady-s a e ope a ions. Depending on he con ex ,
quan i a i e scaling may be ela ed o pa ame e s such as he numbe o use s, p o-
cess ins ances pe ime uni , o he o al numbe o p ocess execu ions. The quali-
a i e coun e pa desc ibes he ex ension o possible p ocess pa hs and associa ed
unc ionali ies, ei he p e-planned, h ough ial-and-e o , o h ough de ia ion
(Akke mans e al. 2019; Glock and G osse 2015; Su bie e al. 2014). Te ms like
Fig. 1 Upda ed BPM capabili y amewo k (based on de B uin and Rosemann (2007) and Ke pedzhie
e al. (2021)
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T. Alb ech e al.
“s a -up”, “launch”, “deploymen ”, and “ oll-ou ” a e some imes used in e change-
ably o “ amp-up” o deno e he same o ela ed ac i i ies depending on he con ex
(Akke mans e al. 2019; Su bie e al. 2014). The abo e no ion goes beyond exis -
ing me hods and ools ha suppo and enable consis en ac i i ies along he BPM
li ecycle (Dumas e al. 2018; Macedo de Mo ais e al. 2014). The li ecycle app oach
emphasizes he con inuous managemen o exis ing p ocesses, whe e ac i i ies such
as p ocess edesign end o be unde s ood in s a ic e ms (i.e., he design and speci i-
ca ion o p ocesses) and he implemen a ion and enac men end o be unde s ood in
echnical e ms (i.e., he echnical ealiza ion and in eg a ion in o con igu ed execu-
ion sys ems) (Macedo de Mo ais e al. 2014). BPRUM b ings he dynamic imple-
men a ion and scaling o no el p ocesses in e ms o adical change on o he map o
BPM li e a u e, enhancing exis ing wo k on inco po a ing dynamic capabili ies in he
BPM li ecycle (Be na do e al. 2017; Teece 2007).
3 Resea ch design
3.1 Da a collec ion
We conduc ed an in-dep h in e iew s udy o gain a p o ound unde s anding o
BPRUM and i s sub-capabili ies as a no el concep in he con ex o BPM capa-
bili ies (Mye s and Newman 2007). Speci ically, we in es iga ed how BPRUM adds
o mode n BPM capabili y a eas and which sub-capabili ies make o i s in eg a ed
app oach by syn hesizing on line indus ial insigh s om subjec ma e expe s. In
doing so, we ollow an es ablished app oach o BPM capabili y de elopmen (Baum-
bach e al. 2020; de B uin and Rosemann 2007). We iden i ied 21 in e iew pa ne s
(IPs) om 19 di e en companies, each wi h ou o mo e yea s o p o essional expe-
ience, and a lead ole in one o mo e speci ic business p ocess amp-up ini ia i es
using pu posi e sampling (E ikan e al. 2016). The business p ocess amp-up cases
in es iga ed ep esen a wide ange o di e en ini ia i es. Fo ins ance, we discussed
he i s implemen a ion and amp-up o a pu chasing p ocess in a med ech s a -up
(i.e., he ini ial implemen a ion o any p ocessual s eps and he beginning o o mal-
iza ion in he o ganiza ion wi h high ambigui ies and g adual inc ease in he numbe
o execu ions). In ano he case, we explo ed he amp-up o a no el sales p ocess o
an in e na ional pe oleum company o a comple ely new ene gy class. Acco dingly,
he IPs a e conside ed subjec ma e expe s om a ious o ganiza ional con ex s
(i.e., indus ies, company sizes, oles, and p ocess ypes) which allowed us o accom-
moda e he di e si y o he BPM ield as well as o explo e BPRUM cha ac e is-
ics and sub-capabili ies in di e en se ings (please e e o he Appendix o mo e
de ails). We closed he da a collec ion a e 21 in e iews as no new subjec s we e
added and he aspec s men ioned we e inc easingly epe i i e (Nelson 2016).
We ollowed a semi-s uc u ed in e iew o ma (Mye s and Newman 2007; Schul-
ze and A i al 2011) consis ing o h ee pa s: Fi s , we c ea ed a sha ed unde s and-
ing o business p ocess amp-up on he basis o which we de e mined and speci ied
exempla y business p ocess amp-up ini ia i es om he IP’s expe ience. Second, we
asked he in e iewees o openly elabo a e on he espec i e business p ocess amp-
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F om ze o o he o: amp-up managemen as a new c oss-cu ing…
up ini ia i es’ app oach and objec i es, cha ac e is ics, o e all challenges, speci ic
obs acles, and possible solu ions. Thi d, we sys ema ically discussed he cons an ly
e ol ing cha ac e is ics and subcapabili ies o BPRUM iangula ed om ela ed
li e a u e and p e ious in e iews in e ms o unde s andabili y, comple eness, con-
sis ency, le el o de ail, and applicabili y (Sonnenbe g and om B ocke 2012). To
gene a e ich da a and accoun o he explo a i e na u e o ou s udy, we mainly
posed open-ended ques ions and encou aged he IPs o sha e open hough s and p o-
ide eedback om pe sonal p ac ical expe ience and speci ic use cases (Mye s and
Newman 2007; Schul ze and A i al 2011). The in e iews we e conduc ed o e a
12-week pe iod and las ed app oxima ely 60 min each which esul ed in 1107 min o
in e iew ma e ial ha was eco ded, ansc ibed, and subsequen ly analyzed.
3.2 Da a analysis
Fo da a analysis, we s a ed wi h ansc ibing all in e iews be o e using MAXQDA
o coding. We adop ed a well-es ablished h ee-s ep coding and analysis p ocess
based on g ounded heo y analysis echniques (i.e., open, axial, and selec i e coding)
(Co bin and S auss 1990) o i e a i ely syn hesize ou obse a ions and de elop he
esul s. Figu e 2 summa izes ou esea ch app oach.
Fi s , one co-au ho s a ed wi h (I) open coding and assigned desc ip i e codes o
in e iew s a emen s wi hou imposing p ede ined ca ego ies om heo y (Saldaña
2013). This coding ound esul ed in 687 codes and i e b oad ca ego ies ela ed o
business p ocess amp-up cha ac e is ics and p ac ices. We added explana o y com-
men s whe e necessa y o make complex codes comp ehensible. Second, we used (II)
axial coding o iden i y in e ela ions be ween (sub-)ca ego ies, agg ega e exis ing
concep s, and subs an ia e hei p ope ies. In ou ace- o- ace coding wo kshops,
he au ho eam discussed eme ging links and aligned newly o med insigh s wi h
he heo e ical conside a ions om pe inen li e a u e. This s ep led o a collec ion
o dis inguishing cha ac e is ics o business p ocess amp-up and an ini ial se o
164 indica o s o subcapabili ies o BPRUM. We d ew on he six co e elemen s o
Fig. 2 Resea ch app oach
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T. Alb ech e al.
BPM (i.e., S a egic Alignmen , Go e nance, Me hods, IT, People, and Cul u e) as
s uc u ing elemen o he sub-capabili ies du ing his s age o c oss- e e ence ou
hough s wi h es ablished BPM concep s (Ke pedzhie e al. 2021; Rosemann and
om B ocke 2015). Thi d, we used (III) selec i e coding o shape and e ine he sub-
capabili ies by con inuously linking and compa ing he (sub-)ca ego ies and hei
unde lying s a emen s in h ee wo kshops o he au ho eam. Du ing he p ocess, we
epea edly econside ed ou esul s o consolida e, elimina e, o shi sub-capabili ies,
and e ine hei names and explana ions whe e necessa y. This s ep yielded se en
dis inc cha ac e is ics o business p ocess amp-up and a se o 42 sub-capabili ies
o BPRUM as a basis o alida ion s uc u ed along he six co e elemen s o BPM.
Finally, wo co-au ho s independen ly mapped he sub-capabili ies o he cha -
ac e is ic o business p ocess amp-up hey add essed mos p ominen ly. The com-
pa ison o assignmen s esul ed in a Cohens-Kappa o 0.634, indica ing subs an ial
ag eemen (Cohen 1960; Landis and Koch 1977). In a join wo kshop o he au ho
eam, emaining ambigui ies and disag eemen s we e discussed and esol ed wi h
one co-au ho aking on he ole o an in ellec ual ad e sa y (i.e., de il’s ad oca e)
and delibe a ely challenging he esul s which encou ages a mul i-pe spec i e iew
and coun e ac s one sided discussions wi hin he au ho eam (Schweige e al. 1986).
The selec i e coding esul ed in 42 subcapabili ies o BPRUM s uc u ed along six
managemen a eas and each mapped o he mos -a ec ed cha ac e is ic o business
p ocess amp-up. An exempla y coding scheme o one speci ic sub-capabili y can
be ound in he Appendix.
3.3 E alua ion
To e alua e ou esul s, we conduc ed an (IV) e alua ion su ey ea u ing quan i a-
i e and quali a i e elemen s in line wi h es ablished ecommenda ions on he ex-
pos e alua ion o na u alis ic esea ch a i ac s (Venable e al. 2012). This way, we
ecei ed in-dep h eedback om 10 IPs ia an online su ey ool (i.e., a esponse a e
o 45.45%). The su ey co e ed h ee e alua ion laye s: indi idual sub-capabili ies,
sub-capabili ies g ouped pe co e elemen s o BPM, and he o e all BPRUM capabil-
i y a ea including all sub-capabili ies. Each laye comp ised a manda o y e alua ion
o app op ia eness on a 5-poin Like scale add essing he e alua ion c i e ia o com-
p ehensi eness, consis ency, and p oblem adequacy (Sonnenbe g and om B ocke
2012) and included an oppo uni y o quali a i e commen s.
As o he o e all compila ion o sub-capabili ies and o he sub-capabili ies
g ouped pe co e elemen s o BPM, he pa icipan s ga e cons an ly high app o al
a ings (i.e., an o e all a ing o 4.6 wi h no a ing lowe han 4.3 on a scale o 5 o
e y high ag eemen o 1 o e y low ag eemen ). The eedback on he indi idual
sub-capabili ies was mo e dis inc i e (i.e., o e all a ings be ween 3.1 and 4.7 wi h
six sub-capabili ies being e alua ed as app op ia e by all pa icipan s). An o e iew
o he esul s o he quan i a i e su ey canbe ound in he Appendix. Acco ding o
he p ac i ione s’ quali a i e eedback, he esul s al oge he p esen a comp ehensi e,
ye p agma ic and unde s andable, pic u e o BPRUM as a mode n BPM capabili y
a ea. Fu he , in hei opinion, i could imp o e hei handling o cu en business
p ocess amp-up ini ia i es and may se e as a alid s a ing poin o ou lining o ga-
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F om ze o o he o: amp-up managemen as a new c oss-cu ing…
no el p ocesses needs so be app oached signi ican ly di e en ly compa ed o he
con inuous managemen and imp o emen o business p ocesses in hei s eady s a e
(Ke pedzhie e al. 2021). Below, we p o ide in-dep h insigh s in o ou esul s by
explaining and linking sub-capabili ies, p esen ing o e a ching obse a ions, and
accen ua ing speci ic ema ks om he in e iews as well as om he e alua ion
phase.
4.2.1 S a egic alignmen
Sub-capabili ies ela ed o S a egic Alignmen ocus on es ablishing a link be ween
s a egic o ganiza ional p io i ies and he business p ocess. The compila ion o se en
ID Desc ip ion Re e ences Main
Cha ac e is ic
People People-1 Iden i y and co e all skills ele an
o he p ocess du ing he business
p ocess amp-up and map hem o
p ocess s eps.
IP13, IP14,
IP15
Dynamic
Pa ame e s
People-2 In ol e ele an s akeholde s ea ly
in he business p ocess amp-up o
include mul iple pe spec i es and
inc ease mu ual unde s anding.
IP8, IP12, IP17 Lea ning
E ec s
People-3 Align he communica ion o he
business p ocess amp-up wi h i s
a ge audience and in ended pu pose
(e.g., channels, language, and le el o
de ail).
IP1, IP3, IP4,
IP5, IP10,
IP11, IP13,
IP19
Di e gen
In ol emen
People-4 Cul i a e he ne wo k o all in ol ed
s akeholde s o c ea e a posi i e wo k-
ing en i onmen and os e coop-
e a ion du ing he business p ocess
amp-up.
IP9, IP11,
IP12, IP15,
IP18, IP19
Di e gen
In ol emen
People-5 Iden i y, espec , and mi iga e pe sonal
conce ns du ing he business p ocess
amp-up o o e come men al ba ie s.
IP7, IP15, IP19 Di e gen
In ol emen
Cul u e Cul u e-1 S eng hen p ocess-o ien ed hinking
and c ea e a cul u e esponsi e o p o-
cess change o acili a e he adop ion
o new business p ocesses.
IP1, IP7, IP8,
IP12, IP15,
IP18
Func ionali y
Ex ension
Cul u e-2 Es ablish a collec i e p ocess mission
and emphasize common goals o c e-
a e a eam spi i du ing he business
p ocess amp-up.
IP2, IP5, IP8,
IP21
Di e gen
In ol emen
Cul u e-3 Es ablish a s ong solu ion mindse
and a posi i e e o cul u e o accele -
a e e o handling du ing he business
p ocess amp-up.
IP2, IP8, IP9,
IP15
Ambiguous
Execu ion
Cul u e-4 B eak down (men al) silos by apply-
ing inclusi e leade ship o acili a e
p ocess-o ien ed collabo a ion du ing
he business p ocess amp-up.
IP8, IP15, IP20 Di e gen
In ol emen
Table 1 (con inued)
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T. Alb ech e al.
sub-capabili ies add esses ou di e en business p ocess amp-up cha ac e is ics,
i.e., Di e gen In ol emen , Fini e Ho izon, Dynamic Pa ame e s, and Quan i a i e
Scaling. The co e o his managemen a ea cons i u es a sha ed p ocess ision as
desc ibed in S . Alig-1, which aligns he co po a e ision wi h he speci ic p ocess
ini ia i e. I is supposed o ensu e a common pu pose and a sha ed unde s anding o
he p ocess goal as well as o ganiza ional suppo . One in e iewee, in pa icula ,
highligh ed:
“Fo me, i is inc edibly impo an o do his onboa ding and o communica e
well. E e y employee, e en i hey wo k only 15 hou s a week, has o know why
we’ e doing his.” (IP21).
O e all, we obse ed di e en app oaches o dealing wi h he no el p ocess’s em-
po al and unc ional go-li e s a egy (c . S . Alig-6). Fo ins ance, one in e iewee
emphasized ha i was highly ele an o ansi ion he p ocess unambiguously and
o cu o old p ac ices. In con as , o he s delibe a ely pa allelized p e ious p ac ices
and he no el business p ocess o a oid p oblems when handling complex ins ances.
I ollows ha he ansi ion and go-li e can p oceed in a ious ways. S ill, o ganiza-
ions should always delibe a ely manage his aspec wi h a clea , unde lying a ionale
ha is de e mined, e.g., by he ype o p ocess, he alue o he p ocess, o he scope
o change. In addi ion, he inhe en e o p oneness due o ambiguous execu ion o
p ocess s eps du ing he business p ocess amp-up equi es sophis ica ed s a egies
on how o deal wi h p oblema ic cases and how o espond o hem in p inciple. In
his ega d, o ganiza ions should s i e o s a egies a di e en o ganiza ional le -
els. Fo ins ance, IP15 emphasizes ha s a egies and plans o dealing wi h p ocess
de ia ions a e also needed o local uni s:
“Okay, we need a mi iga ion plan: Wha do we do when he deli e y ehicle
s ops? And his is jus one example whe e I say ha you delibe a ely ha e o
become ac i e on-si e you sel .” (IP15).
4.2.2 Go e nance
Sub-capabili ies ela ed o Go e nance ensu e anspa en accoun abili y and app o-
p ia e o ganiza ional s uc u es du ing he business p ocess amp-up. I is he mos
ex ensi e co e elemen in e ms o sub-capabili ies and cha ac e is ics add essed,
which is also e lec ed by he wide scope o he sub-capabili ies. Go -1 highligh s
ha i al esponsibili ies need o be de ined o e icien ly managing he amp-up,
while Go -2 emphasizes ha o ganiza ional s uc u es mus be con inuously ques-
ioned and adap ed o dynamically changing p ocess equi emen s.
“We played a lo wi h he o ganiza ional s uc u e o imp o e he in eg a ion
o ou eams and imp o e hei in o ma ion in e aces – on he o ganiza ional
s uc u e le el, no so much on he echnical le el.” (IP6).
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Acco ding o he e alua ion esul s, he moni o ing o he amp-up h ough speci ic
pe o mance indica o s is pa icula ly ele an , c . Go -3. On he one hand, pe -
o mance indica o s help o ganiza ions manage he amp-up p ope ly and add ess
ambiguous business p ocess execu ions. On he o he hand, hey also p o ide a quan-
i a i e basis o poin ing ou lea ning e ec s.
“I hink pe o mance me ics a e ex emely use ul - o cou se, i ’s e y much
ela ed o he ac ha nowadays almos e e y p ocess has a la ge digi al com-
ponen , bu he ac ual acking o numbe s o some o he o m o aceabili y is
ex emely impo an o ha lea ning e ec .” (IP1).
Fu he mo e, i can be bene icial ha some p ocess s akeholde s swap hei
oles, c . Go -6, in o de o imp o e he unde s anding o he o e all p ocess
and hus enhance he p ocess ision o he s akeholde s in ol ed. In addi ion,
unde s anding he wo k o o he s akeholde s in he business p ocess in ensi-
ies lea ning e ec s and p omo es coope a ion. “We hen swi ched o ha ing
one o he da a scien is s ac ually ac as da a enginee , jus o ha e a eel o i .
Simply, hey a e hands-on wi h he da a and know wha is going on, and don’
jus ha e a comple ely andom da ase in on o hem. This also p omo es col-
labo a ion.” (IP9).
Go -10 indica es ha a no el business p ocess should be able o handle 80% o
po en ial cases as quick as possible o ha e good co e age o equen and c i ical
cases. I necessa y, he es o he cases can ini ially be handled by special ea men
as di ec ull co e age o all imaginable cases would no be easible in e ms o ime
and esou ces. This ule o humb in he sense o he Pa e o p inciple (C a and
Leake 2002) was b ough up bo h in mul iple in e iews and in commen s du ing he
e alua ion.
“We y o app oach hings in such a way ha 80% o he cases mus be op i-
mally co e ed, and 20% a e pe haps no ye pe ec . So, we always de ine hese
80% and 20%. E en i we aim o comple e s anda diza ion o a p ocess, […]
we i s de ine a s anda d ha i s 80% – and o he emaining 20% o he
cases: we somehow ake ca e o hem sepa a ely.” (IP12).
4.2.3 Me hods
Sub-capabili ies ela ed o Me hods include he ools and echniques ha enable
goalo ien ed ope a ional ac ions du ing he business p ocess amp-up. Me hods
includes se en sub-capabili ies and add esses h ee di e en cha ac e is ics wi h a
pa icula ocus on acili a e pe sonal o o ganiza ional Lea ning E ec s ( i e ou o
se en). Me hod-2 conce ns he egula benchma king o no el business p ocesses.
Based on he expe commen s du ing he e alua ion, his speci ically includes in e -
nal benchma king agains exis ing, simila business p ocesses (i.e., o incumben s
and la ge en e p ises) as well as ex e nal benchma king (i.e., o s a -ups and small
en e p ises).
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T. Alb ech e al.
“Then we isi ed a company no in compe i ion wi h us ha was al eady el-
a i ely ad anced in his espec and e y inno a i e. We wen he e wi h 10
employees om a ious depa men s and we e allowed o spend a day he e
so ha he employees could see he so wa e in he ongoing p ocess and also
look a wha p ocess lows o lines hey ha e and how i wo ks in hei en i on-
men .” (IP5).
Me hod-7 di e s om he es o he sub-capabili ies in his managemen a ea by p i-
ma ily add essing Di e gen In ol emen . I s ocus lies on quick, p agma ic p oblem
sol ing o es ablish us in he p ocess. In case o p oblems ha may occu du ing he
business p ocess amp-up, o ganiza ions should ind apid solu ions ocusing on as
p ac icabili y ins ead o on uni e sal p ecision o i .
“A e i didn’ wo k wi h he i s cus ome , we sa down wi h he ele an col-
leagues and analyzed wha didn’ wo k and why i didn’ wo k. And hen, we
also wo ked ou whe e addi ional s a was needed and sol ed ha . In e o-
spec , I ha e o say ha e en hough his amp-up p ocess was no ideal a i s ,
mainly because o a lack o ocus and in e es , we we e a leas able o manage
he i e igh ing e y success ully and e y p o essionally” (IP20).
4.2.4 In o ma ion echnology
In o ma ion Technology includes all sub-capabili ies ha ocus on echnological
solu ions du ing he business p ocess amp-up. In o al, ou di e en cha ac e is ics
a e add essed by he sub-capabili ies in In o ma ion Technology, whe eby Quan i a-
i e Scaling is in he ocus. Technical sys ems and wo k lows should be add essed a
an ea ly s age du ing he business p ocess amp-up and es ed ex ensi ely (c . IT-3).
Relying on app op ia e es en i onmen s o he ini ial ials is ad isable. Howe e ,
es s also need o be pe o med in he ope a ional sys em in la e phases o he busi-
ness p ocess amp-up in o de o alida e he ac ual usabili y and minimize he sus-
cep ibili y o e o s in ac i e use.
“O cou se, we also ha e a mul i-lane sys em landscape and ha e es ed – and
a e s ill es ing – hese hings in he es sys em and also in he ope a ional
sys em.” (IP11).
Fu he mo e, IT-5 add esses he echnical modeling and moni o ing o he p ocess.
Rapid echnical unde pinning and ins i u ionaliza ion o no el business p ocesses is
necessa y o discou age ac i e a oidance o he p ocess and o inc ease he likelihood
o sus ainable long- e m p ocess adop ion. In he case o IP18, he business p ocess
amp-up was jeopa dized due o a lack o echnical unde pinning, mani es ing in
slow adop ion o he supposedly bene icial business p ocess by he o ganiza ion.
“Synch oniza ion o he IT base unde nea h, measu ing sys ems o delays – all
his was pos poned o a la e phase. This la e phase did no happen. Talking
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F om ze o o he o: amp-up managemen as a new c oss-cu ing…
abou p ocesses on pape is all good. Bu you ha e o ge down o he ni y-
g i y and be able o echnically ack hings ea ly on.” (IP18).
IT-7 add esses he da a le el and highligh s he impo ance o planning and p e-s uc-
u ing da a collec ion in e ms o mode, o ma , and poin s in he p ocess di ec ly a
he beginning o he business p ocess amp-up o le e age oppo uni ies such as da a-
d i en p ocess models. Howe e , i is impo an o no e ha employee p i acy and
p o ec ion a e c i ical conside a ions ha mus be inco po a ed in o he p ocess da a
s a egy, as iola ions may lead o signi ican delays o complica ions, pa icula ly
wi hin la ge en e p ises wi h wo ks councils.
“The mos c i ical ac o was da a collec ion, bu in e es ingly in e ms o
employee p o ec ion. Wha in o ma ion do you ha e o eco d ha can be
aced back o indi idual employees? How a e he p ocesses s uc u ed so ha
you canno ack hei pe o mance? (IP6)
4.2.5 People
Sub-capabili ies ela ed o People conside he human skills and knowledge ha
di ec ly a ec he success o he business p ocess amp-up. The g oup o i e sub-
capabili ies add esses h ee di e en cha ac e is ics wi h Di e gen In ol emen
being he mos p ominen one. Iden i ying equi ed skills o a ious p ocess s eps
(People-1) and he ea ly in ol emen o ele an s akeholde s o mul i-pe spec i i y
du ing he business p ocess amp-up (People-2) is c ucial. Fu he , eigh IPs indi-
ca ed ha b oad and pu pose ul communica ion using a ange o di e en channels,
app op ia e language o he a ge g oup, and a app op ia e le el o de ail, is o
u mos ele ance o manage he social componen o e e y business p ocess amp-
up (People-3). A he ope a ional le el, mul iple IPs sugges ed c ea i e and low-
h eshold ways o es ablishing communica ion pla o ms such as c ea ing business
p ocess amp-up in o ma ion boa ds and FAQs (IP4, IP19) o o ganizing p ocess
managemen b unches (IP3).
“O cou se, we used di e en le els o g anula i y when communica ing ou
p ocess o di e en ecipien s. I was su icien o he execu i e s ee ing com-
mi ee o say: I wo ks as planned! […] And o o he ci cles, i looked a bi
di e en . We always adap ed he communica ion o sui he audience.” (IP11).
Since business p ocess amp-up o en implica e adical changes in peoples’ daily
ou ines as well as o es ablished powe s uc u es, iden i ying, espec ing, and educ-
ing pe sonal conce ns a e also majo issues in BPRUM (c . People-6). In his ega d,
he in e iewed p ac i ione s emphasized he posi i e e ec o ea ly iden i ying and
openly discussing exis ing conce ns on an indi idual le el.
“The impo an hing abou he amp-up o a managemen p ocess? Focusing
on he people as well as on he p ocess - because pe sonal ic ions abou in lu-
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T. Alb ech e al.
ence, abou who ge s o decide wha will come au oma ically i you don’ ha e
a lo o hese discussions be o ehand.” (IP7).
4.2.6 Cul u e
Cul u e includes all sub-capabili ies in ol ing he collec i e alues o an o ganiza-
ion ha in luence he business p ocess amp-up. This managemen a ea summa izes
ou sub-capabili ies conside ing h ee di e en cha ac e is ics. Cul u e-1 add esses
he idea o a p ocess-o ien ed mindse ha is open o change. Wi h espec o his sub-
capabili y, i can be obse ed ha companies s a a e y di e en s ages o ma u i y
depending on hei con ex . Fo ins ance, an insu ance company may al eady exhibi
high p ocess o ien a ion which acili a es BPRUM (IP7). IP15 desc ibed hei cul u e
as an “e e y day is day one” a i ude, which con eys cons an openness o change. In
addi ion, bo h Cul u e-2 and Cul u e-4 emphasize he ele ance o a common mis-
sion and o b eaking down men al silos ega ding unc ional oles o depa men s,
e.g., h ough inclusi e leade ship (Cul u e-4).
“Pe haps ou co po a e managemen cul u e, which can be desc ibed as inclu-
si e leade ship, ha is, he inclusion o all hose who should be included, is
also essen ial. And o cou se, ha helps o a oid he c ea ion o silos.” (IP20).
5 Discussion
5.1 Theo e ical implica ions
Fi s , ou wo k con ibu es o a comp ehensi e pic u e o mode n BPM capabili ies. I
in oduces BPRUM as a new capabili y a ea o he upda ed BPM capabili y amewo k
and he eby enhances he p e ious esea ch o de B uin and Rosemann (2007) and Ke -
pedzhie e al. (2021). In line wi h his wo k ha is b eaking down he o e all en e p ise-
le el BPM capabili y and adds o he desc ip i e knowledge a he in e sec ion o BPM
and capabili y de elopmen , ou esul s ad ance he unde s anding o BPM as a co po a e
capabili y by including he new pe spec i e o amping up no el p ocesses. In doing so,
ou wo k u he picks up and consolida es he assump ion ha an oppo uni y- ich and
dis up ion-p one business en i onmen equi es new BPM capabili y a eas (Ke pedzhie
e al. 2021; Rosemann 2014; an de Aals 2013). In addi ion, we pa icula ly espond
o he call o Röglinge e al. (2022) ha BPM esea ch should explo e speci ic shock-
ela ed capabili ies. F om a heo e ical pe spec i e, he p esen ed case o BPRUM as
a new BPM capabili y also implies ha pe manen u he de elopmen is equi ed o
BPM o d i e co po a e success in iew o he challenges and oppo uni ies b ough abou
by a business wo ld shaped by change.
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F om ze o o he o: amp-up managemen as a new c oss-cu ing…
Second, ou esul s acili a e u he heo izing on he implemen a ion and scaling o
no el business p ocesses. We lay he g ounds o u he explo ing e ec i e BPRUM by
iden i ying 40 ac ion-o ien ed sub-capabili ies s uc u ed acco ding o he co e elemen s
o BPM (Rosemann and om B ocke 2015). The eby, we p esen speci ic ca ego ies o
be conside ed o deepen he academic unde s anding o he implemen a ion o no el busi-
ness p ocesses and open he pe spec i e o a wide ange o s a egic di ec i es in BPM.
In a b oade sense, he case o he no el capabili y a ea o BPRUM s imula es u u e
esea ch and a communi y-wide discussion on he new condi ions and capabili ies ha
ma e in a new e a o BPM. Speci ically, ou esea ch subs an ia es he a gumen ha
BPM should s i e o p o ide indep h, hands-on knowledge and p ac ical ools o quickly
espond o business changes (Klun and T kman 2018).
5.2 Manage ial implica ions
Fi s , BPM p ac i ione s should le e age ou esul s o s uc u e s a egic discussions
on how o u he de elop hei o ganiza ion’s BPM capabili y in e ms o amping up
new business p ocesses. While he es ablished BPM capabili y amewo k ocuses on he
imp o emen o exis ing p ocesses, ou esul s add he componen o no el p ocesses.
In doing so, hey add ess he cu en challenge o BPM p ac i ione s who a e con on ed
wi h managing la ge-scale p ocess change ini ia i es ha inc easingly include es ablish-
ing new p ocesses in esponse o o in an icipa ion o socio- echnical changes such as
b ough abou by no el echnologies o ma ke dis up ions. Speci ically, he ac ion-o i-
en ed sub-capabili ies p o ide low- h eshold access o he componen s and manage ial
ools o e ec i e BPRUM. Al hough he no el capabili y a ea s ill needs o be ans e ed
o exis ing guides o capabili y de elopmen (e.g., ma u i y models), i s hands-on sub-
capabili ies can be used as guidance o o ganiza ions aiming o de elop compe ence in
BPRUM. In his connec ion, ex ending he BPM capabili y amewo k and building on
he co e elemen s o BPM (Rosemann and om B ocke 2015) ha a e well-es ablished
o s uc u ing capabili y a eas, allows p ac i ione s o quickly c ea e a link o hei men al
model o BPM capabili ies and p ac ices.
Second, ou wo k suppo s BPM p ac i ione s in assessing and ac i ely moni o ing
he ex en o which cu en business p ocess amp-up ini ia i es co e he componen s o
e ec i e BPRUM. In his con ex , he p esen ed subcapabili ies can build a ounda ion o
i -gap analyses in ac i e business p ocess amp-up ini ia i es as a i s s ep owa d ma u-
i y model de elopmen . Iden i ied gaps can hen be add essed by pu pose ully adop ing
BPRUM p ac ices o he espec i e managemen a ea o by in ensi ying he c oss- unc-
ional coope a ion wi h o he co po a e unc ions and eams. Agains he backg ound o
he wide spec um o di e en p ocess ypes and con ex s in p ac ice ( om B ocke e al.
2016), he sub-capabili ies o BPRUM enable p ac i ione s o ex ac sui able p ac ices
o hei pa icula ini ia i e as well as o lay hei ocus on ce ain managemen a eas.
O e all, he p esen ed esul s con ibu e o keeping he challenges ha BPM p ac i ione s
a e acing in hei daily business in ocus and ensu e ha he la es ad ancemen s in hese
a eas can be adop ed in p ac ice.
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451
T. Alb ech e al.
6 Conclusion
In his s udy, we p esen BPRUM as a new capabili y a ea o BPM. Changing busi-
ness en i onmen s such as b ough abou by digi aliza ion p esen o ganiza ions
wi h bo h challenges and incen i es o e ol e. S aying compe i i e equi es hem o
emb ace hese dynamics and make adical changes o how wo k is pe o med. Thus,
mode n BPM s i es o p o ide me hods and end- o-end managemen ac i i ies o
bo h s abili y and change. While change h ough he imp o emen o exis ing busi-
ness p ocesses is well unde s ood, he implemen a ion and scaling o no el business
p ocesses ha e been neglec ed in BPM esea ch. Thus, we iangula ed insigh s om
an explo a o y in-dep h in e iew s udy wi h 21 subjec ma e expe s o elabo a e
he na u e o business p ocess amp-up and o explo e BPRUM as a new c oss-cu -
ing BPM capabili y a ea. We p esen 40 ac ion-o ien ed sub-capabili ies ha p o ide
hands-on heo e ical knowledge and p ac ical ools o e ec i e BPRUM.
Like any o he wo k, he p esen s udy is bese wi h limi a ions. Fi s , he p esen ed
esul s we e de i ed om he indi idual inpu o a limi ed numbe o BPM p ac i-
ione s ec ui ed om di e se backg ounds. As ypical o ou esea ch app oach,
we canno o mally claim comple eness o ou esul s. Howe e , i ollows he com-
mon s anda ds and guidelines o conduc ing quali a i e esea ch and he posi i e
eedback o he expe s du ing he e alua ion makes us con iden abou he alidi y
o ou esul s. Second, BPRUM as an addi ional c oss- unc ional capabili y a ea in
he upda ed capabili y amewo k o Ke pedzhie e al. (2021) p esen s one possible
way o b inging he implemen a ion and managemen o no el p ocesses o he BPM
able. Hence, his explo a o y esea ch can only be a s a ing poin o a communi y-
wide discussion abou he u he de elopmen o BPRUM and i s sub-capabili ies
in BPM esea ch. Thi d, while we a gue ha BPRUM is ele an o di e se o gani-
za ional con ex s, we acknowledge ha he ele ance and easibili y o indi idual
sub-capabili ies may a y depending on he scope and con ex o he p ocess ini ia-
i e a hand. The eby, i is impo an o emphasize ha capabili y amewo ks do
no di ec ly gene a e bene i s, bu a he se e as a ounda ion o c ea ing cus om
capabili y de elopmen plans and ini ia i es.
Bo h he esul s o ou s udy and i s limi a ions s imula e u u e esea ch. Fi s ,
we ecommend complemen ing he explo a i e na u e o ou s udy wi h con i ma i e
me hods. This should include analyzing which sub-capabili ies o combina ions o
sub-capabili ies d i e he success o business p ocess amp-up ini ia i es in di e en
con ex s (e.g., using a mul iple-case s udy app oach). Doing so may help iden i y
speci ic BPRUM sub-capabili y con igu a ions o di e en o ganiza ional en i on-
men s in line wi h con igu a ional heo y (Meye e al. 1993; an Looy e al. 2022).
Second, u he esea ch is equi ed o de e mine assessmen c i e ia and ools o
e alua e he ex en o which an o ganiza ion al eady has he sub-capabili ies iden i-
ied in his s udy. In his ega d, ou esul s may p esen a s a ing poin o he in e-
g a ion o BPRUM in o exis ing BPM ma u i y models. In ligh o he p esen ed case
o BPRUM as a new BPM capabili y a ea, we call o mo e applica ions-o ien ed
esea ch as well as o heo y de elopmen (G ego 2006) on he implemen a ion
and scaling o no el business p ocesses o complemen he unde s anding o chan-
ge ela ed BPM capabili ies. We expec his wo k o only be he s a o iden i ying
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452
F om ze o o he o: amp-up managemen as a new c oss-cu ing…
and unde s anding en i ely new capabili ies, o new se s o ac ion ha o ches a e
es ablished capabili ies in new ways, and hei implica ions o he u u e o BPM.
Supplemen a y In o ma ion The online e sion con ains supplemen a y ma e ial a ailable a h p s : / / d o i .
o g / 1 0 . 1 0 0 7 / s 1 0 2 5 7 - 0 2 4 - 0 0 6 7 2 - 4 .
Acknowledgemen s None.
Funding No unding was ecei ed o conduc ing his s udy.
Open access unding p o ided by Uni e si y o S .Gallen
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able due o p i acy conce ns o he in e iew pa icipan s ega ding hei pe sonal and company da a bu
a e a ailable om he co esponding au ho on easonable eques .
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