Denner, Marie-SophiePüschel, Louis ChristianRöglinger, Maximilian2018-08-132018-08-1320182018http://dx.doi.org/10.1007/s12599-017-0509-xhttps://dl.gi.de/handle/20.500.12116/16721Process improvement is the most value-adding activity in the business process management (BPM) lifecycle. Despite mature knowledge, many approaches have been criticized to lack guidance on how to put process improvement into practice. Given the variety of emerging digital technologies, organizations not only face a process improvement black box, but also high uncertainty regarding digital technologies. This paper thus proposes a method that supports organizations in exploiting the digitalization potential of their business processes. To achieve this, action design research and situational method engineering were adopted. Two design cycles involving practitioners (i.e., managers and BPM experts) and end-users (i.e., process owners and participants) were conducted. In the first cycle, the method’s alpha version was evaluated by interviewing practitioners from five organizations. In the second cycle, the beta version was evaluated via real-world case studies. In this paper, detailed results of one case study, which was conducted at a semiconductor manufacturer, are included.Action design researchBusiness process improvementBusiness process managementDigital technologiesDigital transformationSituational method engineeringText/Journal Article10.1007/s12599-017-0509-x1867-0202