Surveys in business process management – a literature review <s> 693 <s> A new framework, as comprehensive as it is easy to apply, is helping companies plan and execute process-based transformations. <s> BIB001 </s> Surveys in business process management – a literature review <s> 693 <s> Business Process Management (BPM) in recent years has become a highest priority area for most ::: organizations. Since this concept is multidisciplinary, success in this endeavour requires considering ::: different factors. A number of studies have been conducted to identify these factors; however, most are ::: limited to the introduction of high-level factors or to the identification of the means of success within ::: only a specific context. This paper presents a holistic framework of success factors as well as the ::: associated means for achieving success. This framework introduces nine factors, namely culture, ::: leadership, communication, Information Technology, strategic alignment, people, project ::: management, performance measurement and methodology. Each of these factors are characterized ::: further by defining some sub-constructs and under each sub construct the means for achieving success ::: are also introduced. This framework including means for achieving success can be useful for BPM ::: project stakeholders in adequately planning the initiative and checking the progress during the ::: implementation. <s> BIB002 </s> Surveys in business process management – a literature review <s> 693 <s> Purpose – Attention to processes has increased, as thousands of firms have adopted the process view of their organization. Process orientation (PO) means focusing on business processes rather than emphasizing functional structure or hierarchy. Despite the huge growth in the business process management literature, a methodological gap still remains about a certain ambiguity in the definition of the construct specifying its theoretical domain and dimensionalization. The aim of this paper is to contribute to the literature on PO through the creation and validation of a model to measure the key dimensions of the PO construct.Design/methodology/approach – The authors derive from literature several dimensions which shape the concept of PO. In a second step, the study includes factor analysis on a sample of 152 Austrian manufacturing companies to verify that the model is empirical valid.Findings – The paper provides insight in the concept of PO. It concludes that PO is a multidimensional construct, consisting of... <s> BIB003 </s> Surveys in business process management – a literature review <s> 693 <s> This paper studies the role of business process management in creating a higher business process orientation. The purpose is to analyze previously suggested practices to identify those that are critical at a certain business process orientation maturity level and those that are not. A case study is used to identify the critical success factors. Then a statistical analysis of a sample of 324 companies is undertaken to operationalize the success factors in the form of critical practices. Organizations following these critical practices at a certain level will reach higher process orientation sooner. <s> BIB004
Surveys in business process management stakeholders" (Palmberg, 2009, p. 207) . BPM is a tool to increase BPO BIB004 . The latter one emphasizes on BP as the "platform for organizational structure and strategic planning" (Kohlbacher and Gruenwald, 2011a, p. 267 ) rather than on the functional structure or hierarchy BIB003 . Since BPM and BPO are closely intertwined, surveys focussing on BPM and BPO are both considered in this literature review. As already mentioned, BPM is heterogeneously defined in the literature. Therefore, we need a standardized framework which allows us to "harmonize" the different meanings of BPM over all surveys and for our check which BPM-related topics are covered by them. For that reason we incorporate a BPM maturity model. In the recent years several BPM maturity models have appeared  aiming to measure the progress of BPM in an organization by covering different BPM-related topics (e.g.  BIB001 . We have decided to use the BPMMM developed by  as standardization framework since it is based on a sound academic development process, the authors consider BPM as a management approach and it has been approved as applicable in practice  . Moreover, the authors of the BPMMM provide a detailed description which is not usual to other published BPM maturity models . The BPMMM uses six so called factors to measure the maturity of a company's BPM, i.e. Strategic Alignment (S), Governance (G), Methods (M), Information Technology (IT), People (P) and Culture (C). Each factor is further divided in five capability areas  . The factor Strategic Alignment stresses the importance that BPM must be tightly linked to the strategy of an organization. Governance has to define appropriate and clearly defined accountabilities as well as standards to guide process-related actions. Every tool and methodology (e.g. BP modeling, BP design) that is used along the BP lifecycle is subsumed in the factor Methods. Information Technology as a mean for efficient and effective modeling, execution and monitoring of BP is another factor of the BPMMM. The ways people are trained (BP-and BPM-knowledge), work together and are guided by the leaders is summarized in the factor People. The factor Culture points out the importance of a corporate culture BIB002 ) which supports BPM (e.g. through BP values and beliefs)  . All factors and the associated capability areas are depicted in Table I . After having pointed out our understanding of the concept BPM and introduced the BPMMM, we describe our research approach in the next section.