7. Organisational Change and Business
Michael Rosemann, Queensland University of Technology, Australia (
Michael zur Muehlen, Stevens Institute of Technology, USA (
Process-oriented Change Management is the set of concepts, methods and tools surrounding the definition, implementation, improvement and structuring of lateral processes in organisations. It emerged as a combination of mature organisational concepts (e.g., BPR, Six Sigma, TQM) and process-supporting technologies such as workflow management, Business Process Management (BPM) suites and service-enabled systems. The use of Business Process Management techniques and related technology in change management projects promises significant efficiency gains for organisations through the coordination of activities, process participants and the integration of applications. The demand for Process-oriented Change Management is further stimulated by opportunities related to ongoing process performance improvement, process outsourcing/off-shoring and the interest in process standards such as ITIL and SCOR. Not surprisingly, global analysts such as the Gartner Group have identified Business Process Management as the number one priority of CIOs for a number of years.
While a large body of knowledge related to modeling, simulating and executing business processes exists, Process-oriented Change Management has hardly been subjected to ‘classic’ Information Systems questions. Such questions go beyond the design of BPM systems and surround the adoption, use, and implications of Process Change Management approaches and technologies in organisation.
- Impact of Information Systems on Organisation Structures and Processes
- Alternative Change Management Paradigms
- Tools and Methods of Organisational Change Management
- Critical Success Factors of Business Process Management
- Business Process Management Adoption Models
- Business Process Management Governance
- Business Process Innovation
- Business Process Outsourcing / Off-shoring
- Process-aware Information Systems
- Inter-organisational Business Process Management
- Process Performance Measurement
- Business Process Management in Different Industries
- Process Reference Models
The track encourages the submission of research papers from a wide variety of areas covering quantitative and qualitative, empirical and theoretical research methodologies such as case studies, action research, surveys, experiments and Design Science.
Authors of the best papers of the track will be invited to submit revised versions of their work to a special issue of the international journal Information Systems and e‑Business Management (ISeB), published by Springer.
- Wil van der Aalst, TU Eindhoven
- Jörg Becker, University of Münster
- Tom Davenport, Babson College
- Marta Indulska, University of Queensland
- Sia Siew Kien, Nanyang Technological University
- Akhil Kumar, Penn State University
- Ted Stohr, Stevens Institute of Technology
- Iris Vessey, Queensland University of Technology/University of Queensland
- Catherine Usoff, Bentley College
- Jan vom Brocke, University Lichtenstein
- Sandy Chong, Curtin University