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Auflistung nach Autor:in "Rosemann, Michael"

1 - 10 von 12
  • Zeitschriftenartikel
    An Exploration into Future Business Process Management Capabilities in View of Digitalization
    (Business & Information Systems Engineering: Vol. 63, No. 2, 2021) Kerpedzhiev, Georgi Dimov; König, Ulrich Matthias; Röglinger, Maximilian; Rosemann, Michael
    Business process management (BPM) is a mature discipline that drives corporate success through effective and efficient business processes. BPM is commonly structured via capability frameworks, which describe and bundle capability areas relevant for implementing process orientation in organizations. Despite their comprehensive use, existing BPM capability frameworks are being challenged by socio-technical changes such as those brought about by digitalization. In line with the uptake of novel technologies, digitalization transforms existing and enables new processes due to its impact on individual behavior and needs, intra- and inter-company collaboration, and new forms of automation. This development led the authors to presume that digitalization calls for new capability areas and that existing frameworks need to be updated. Hence, this study explored which BPM capability areas will become relevant in view of digitalization through a Delphi study with international experts from industry and academia. The study resulted in an updated BPM capability framework, accompanied by insights into challenges and opportunities of BPM. The results show that, while there is a strong link between current and future capability areas, a number of entirely new and enhanced capabilities are required for BPM to drive corporate success in view of digitalization.
  • Zeitschriftenartikel
    Business Process Management
    (Wirtschaftsinformatik: Vol. 56, No. 4, 2014) Brocke, Jan; Mathiassen, Lars; Rosemann, Michael
  • Zeitschriftenartikel
    City 5.0
    (Business & Information Systems Engineering: Vol. 63, No. 1, 2021) Rosemann, Michael; Becker, Jörg; Chasin, Friedrich
  • Zeitschriftenartikel
    Editorial
    (Enterprise Modelling and Information Systems Architectures - An International Journal: Vol. 3, Nr. 2, 2008) Rosemann, Michael; Muehlen, Michael zur
  • Zeitschriftenartikel
    Exogenous Shocks and Business Process Management
    (Business & Information Systems Engineering: Vol. 64, No. 5, 2022) Röglinger, Maximilian; Plattfaut, Ralf; Borghoff, Vincent; Kerpedzhiev, Georgi; Becker, Jörg; Beverungen, Daniel; Brocke, Jan; Looy, Amy; del-Río-Ortega, Adela; Rinderle-Ma, Stefanie; Rosemann, Michael; Santoro, Flavia Maria; Trkman, Peter
    Business process management (BPM) drives corporate success through effective and efficient processes. In recent decades, knowledge has been accumulated regarding the identification, discovery, analysis, design, implementation, and monitoring of business processes. This includes methods and tools for tackling various kinds of process change such as continuous process improvement, process reengineering, process innovation, and process drift. However, exogenous shocks, which lead to unintentional and radical process change, have been neglected in BPM research although they severely affect an organization’s context, strategy, and business processes. This research note conceptualizes the interplay of exogenous shocks and BPM in terms of the effects that such shocks can have on organizations’ overall process performance over time. On this foundation, related challenges and opportunities for BPM via several rounds of idea generation and consolidation within a diverse team of BPM scholars are identified. The paper discusses findings in light of extant literature from BPM and related disciplines, as well as present avenues for future (BPM) research to invigorate the academic discourse on the topic.
  • Zeitschriftenartikel
    Ideation Patterns für ressourcenzentrierte digitale Innovation
    (HMD Praxis der Wirtschaftsinformatik: Vol. 60, No. 3, 2023) Lindenthal, Anna-Katharina; Oberländer, Anna Maria; Rosemann, Michael; Röglinger, Maximilian
    Digitale Transformation ist für Unternehmen in allen Branchen ein Muss und erfordert sowohl die Weiterentwicklung von bestehenden Geschäftsmodellen, als auch gleichzeitig die Entwicklung neuer digitaler Geschäftsmodelle. Die Digitalisierung bietet Unternehmen hierbei zahlreiche Möglichkeiten für die systematische Wiederverwendung und Rekombination vorhandener Ressourcen (Mittel und Fähigkeiten), um innovative Lösungen zu finden und neue Wertangebote zu schaffen. Dies erfolgt durch die Nutzung interner Ressourcen, den Zugang zu geteilten Ressourcen, bspw. über Plattformen und die Einbeziehung von externen Ressourcen, bspw. von Kund*innen. Trotz der vielfältigen digitalen Möglichkeiten stellt die Generierung von Ideen für digitale Innovationen für Unternehmen eine komplexe Herausforderung dar. Dabei fällt es oft schwer, digitale Innovationen systematisch zu identifizieren, die auf der einen Seite die Verbesserung bestehender Angebote (Exploitation) berücksichtigen und auf der anderen Seite die Exploration neuer Angebote fördern (Ambidextrie) und entsprechende Anleitungen fehlen. Um Unternehmen bei der Entwicklung von Innovationsideen aus einer Ambidextrie-Perspektive zu unterstützen, stellt dieser Beitrag die relevanten Innovationstypen für etablierte Unternehmen aus einer Ressourcenperspektive vor. Der Beitrag zeigt auf, wie Unternehmen systematisch und ressourcenzentriert digitale Innovationsideen entwickeln können. Anhand von 136 digitalen Initiativen haben wir praxisrelevante Erkenntnisse für die Entwicklung von Innovationsideen abgeleitet. Abschließend sprechen wir Handlungsempfehlungen für Unternehmen aus, die vor ähnlichen (Innovations‑)Herausforderungen stehen und eine gezielte Entwicklung von digitalen Innovationen ergänzend zum bestehenden Produkt- und Service-Portfolio anstreben. Dies bietet Unternehmen Ansatzpunkte für die Anbindung an digitale Märkte und Ökosysteme sowie für die Stärkung ihre Wettbewerbsfähigkeit. Digital transformation is a necessity for organizations in all industries and requires both the evolution of existing business models and, at the same time, the development of new digital business models. Digitization offers organizations numerous opportunities to systematically reuse and recombine existing resources (assets and capabilities) to find innovative solutions and create new value propositions. This takes place through the use of internal resources, access to shared resources, e.g. via platforms, and the inclusion of external resources, e.g. from customers. Despite the many digital possibilities, generating ideas for digital innovations is a complex challenge for organizations. It is often difficult to systematically identify digital innovations that, on the one hand, take into account the improvement of existing offerings (exploitation) and, on the other hand, promote the exploration of new offerings (ambidexerity) and lack corresponding guidance. To support organizations in developing innovation ideas from an ambidexerity perspective, this paper presents the relevant innovation types for established organizations from a resource perspective. The paper shows how companies can develop digital innovation ideas in a systematic and resource-centric way. Based on 136 digital initiatives, we have derived practice-relevant insights for the development of innovation ideas. We conclude with recommendations for action for organizations facing similar (innovation) challenges and aiming for a targeted development of digital innovations complementary to the existing product and service portfolio. This offers organizations starting points for connecting to digital markets and ecosystems and for strengthening their competitiveness.
  • Zeitschriftenartikel
    Prozessmanagement
    (Wirtschaftsinformatik: Vol. 54, No. 5, 2012) Becker, Jörg; Rosemann, Michael; Röglinger, Maximilian; Muehlen, Michael
  • Zeitschriftenartikel
    Statements 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
  • Zeitschriftenartikel
    The 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, Michael
    Explorative 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.
  • Konferenzbeitrag
    Towards the interchange of configurable EPCs: An XML-based approach for refernce model configuration
    (Enterprise modelling and information systems architectures, 2005) Mendling, Jan; Recker, Jan; Rosemann, Michael; Aalst, Wil van der
    Recent research has led to proposals for the model-driven configuration of Enterprise Systems (ES) by the help of configurable reference models. While the proposed on gura le P s (C-EPCs) provide adequate conceptual support towards reference model configuration, the issue of translating the configured models towards executable process specifications has not been approached yet. A first step in this direction is the definition of a machine-readable format for C-EPCs that can be used as an interchange format and as an input format for transformations. This paper proposes a C-EPC representation in XML based on the P Mar up anguage (EPML) format. We take the formal C-EPC syntax definition as a starting point to define the requirements for a respective extension to EPML and introduce a C-EPC representation in EPML. Furthermore, we introduce the - P alidator, a program that generates validity reports for C-EPCs represented in EPML. The C-EPC Validator can be used to validate both configurable and configured C-EPCs. Finally, we highlight future application areas of the C-EPC schema.