Auflistung nach Autor:in "Grisold, Thomas"
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- Zeitschriftenartikel“BPM is Dead, Long Live BPM!” – An Interview with Tom Davenport(Business & Information Systems Engineering: Vol. 66, No. 5, 2024) Grisold, Thomas; Janiesch, Christian; Röglinger, Maximilian; Wynn, Moe Thandar
- ZeitschriftenartikelCall for Papers, Issue 5/2024(Business & Information Systems Engineering: Vol. 64, No. 6, 2022) Grisold, Thomas; Janiesch, Christian; Röglinger, Maximilian; Wynn, Moe Thandar
- ZeitschriftenartikelDigital Surveillance in Organizations(Business & Information Systems Engineering: Vol. 66, No. 3, 2024) Grisold, Thomas; Seidel, Stefan; Heck, Markus; Berente, Nicholas
- ZeitschriftenartikelManaging Dynamics in and Around Business Processes(Business & Information Systems Engineering: Vol. 66, No. 5, 2024) Grisold, Thomas; Janiesch, Christian; Röglinger, Maximilian; Wynn, Moe Thandar
- ZeitschriftenartikelStatements on the Contribution by Grisold et al. from Issue 2/2022(Business & Information Systems Engineering: Vol. 65, No. 2, 2023) Weinhardt, Christof; Gräbe, Hans-Gert; Laue, Ralf; Grisold, Thomas; Groß, Steven; Stelzl, Katharina; Brocke, Jan vom; Mendling, Jan; Röglinger, Maximilian; Rosemann, Michael
- ZeitschriftenartikelThe Diverse Ends-in-View of Research on Business Processes and Organizational Routines.(EMISA Forum: Vol. 40, No. 1, 2020) Mendling, Jan; Berente, Nicholas; Seidel, Stefan; Grisold, Thomas
- ZeitschriftenartikelThe Five Diamond Method for Explorative Business Process Management(Business & Information Systems Engineering: Vol. 64, No. 2, 2022) Grisold, Thomas; Groß, Steven; Stelzl, Katharina; Brocke, Jan; Mendling, Jan; Röglinger, Maximilian; Rosemann, MichaelExplorative business process management (BPM) is attracting increasing interest in the literature and professional practice. Organizations have recognized that a focus on operational efficiency is no longer sufficient when disruptive forces can make the value proposition of entire processes obsolete. So far, however, research on how to create entirely new processes has remained largely conceptual, leaving it open how explorative BPM can be put into practice. Following the design science research paradigm and situational method engineering, we address this research gap by proposing a method called the Five Diamond Method. This method guides explorative BPM activities by supporting organizations in identifying opportunities from business and technology trends and integrating them into business processes with novel value propositions. The method is evaluated against literature-backed design objectives and competing artifacts, qualitative data gathered from BPM practitioners, as well as a pilot study and two real-world applications. This research provides two contributions. First, the Five Diamond Method broadens the scope of BPM by integrating prescriptive knowledge from innovation management. Second, the method supports capturing emerging opportunities arising from changing customer needs and digital technologies.