@article{60004,
  abstract     = {{Process mining has been established as a data-driven approach to analyze and improve business processes based on event data documented in event logs. A core assumption for meaningful analyses is that event data accurately represent the real-world execution of business processes in an organization. However, anecdotal evidence and recent case studies show that these aspects do not always align, and the business process management community is only beginning to investigate the mechanisms generating mismatches between process execution and event data. This study aims to identify the role of workarounds goal-directed deviations from standard processes performed by process participants to overcome obstacles– in this context. Through an inductive multiple case study of 13 workarounds in four organizations, three mismatch categories between event logs and real-world process execution related to workarounds are identified and explored. This study contributes to the literature by describing how workarounds can act as mechanisms that cause mismatches between process execution and event data, adding to the discussion on process drift and workaround mining. Furthermore, exploring the mismatch categories offers insights for practitioners and researchers on how to handle and interpret data quality issues in event data.}},
  author       = {{Bartelheimer, Christian and Löhr, Bernd and Reineke, Malte Fabian and Aßbrock, Agnes and Beverungen, Daniel}},
  issn         = {{2363-7005}},
  journal      = {{Business & Information Systems Engineering}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{Workarounds as a Cause of Mismatches in Business Processes—Insights from a Multiple Case Study}}},
  doi          = {{10.1007/s12599-025-00943-5}},
  year         = {{2025}},
}

@article{58405,
  abstract     = {{<jats:title>Abstract</jats:title><jats:p>Process mining is advancing as a powerful tool for revealing valuable insights about process dynamics. Nevertheless, the imperative to employ process mining to enhance process transparency is a prevailing concern for organizations. Despite the widespread desire to integrate process mining as a pivotal catalyst for fostering a more agile and flexible Business Process Management (BPM) environment, many organizations face challenges in achieving widespread implementation and adoption due to deficiencies in various dimensions of process mining readiness. The current Information Systems (IS) knowledge base lacks a comprehensive framework to aid organizations in augmenting their process mining readiness and bridging this intention-action gap. The paper presents a Process Mining Maturity Model (P3M), refined through multiple iterations, which outlines five factors and 23 elements that organizations must address to increase their process mining readiness. The maturity model advances the understanding of how to close the intention-action gap of process mining initiatives in multiple dimensions. Furthermore, insights from a comprehensive analysis of data gathered in eleven qualitative interviews are drawn, elucidating 30 possible actions that organizations can implement to establish a more responsive and dynamic BPM environment by means of process mining.</jats:p>}},
  author       = {{Brock, Jonathan and Brennig, Katharina and Löhr, Bernd and Bartelheimer, Christian and von Enzberg, Sebastian and Dumitrescu, Roman}},
  issn         = {{2363-7005}},
  journal      = {{Business &amp; Information Systems Engineering}},
  number       = {{5}},
  pages        = {{585--605}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{Improving Process Mining Maturity – From Intentions to Actions}}},
  doi          = {{10.1007/s12599-024-00882-7}},
  volume       = {{66}},
  year         = {{2024}},
}

@article{41874,
  author       = {{Pfeiffer, Jella and Gutschow, Julia and Haas, Christian and Möslein, Florian and Maspfuhl, Oliver and Borgers, Frederik and Alpsancar, Suzana}},
  issn         = {{2363-7005}},
  journal      = {{Business &amp; Information Systems Engineering}},
  keywords     = {{Information Systems}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{Algorithmic Fairness in AI}}},
  doi          = {{10.1007/s12599-023-00787-x}},
  year         = {{2023}},
}

@article{45872,
  author       = {{Trier, Matthias and Kundisch, Dennis and Beverungen, Daniel and Müller, Oliver and Schryen, Guido and Mirbabaie, Milad and Trang, Simon}},
  issn         = {{2363-7005}},
  journal      = {{Business &amp; Information Systems Engineering}},
  keywords     = {{Information Systems}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{Digital Responsibility}}},
  doi          = {{10.1007/s12599-023-00822-x}},
  year         = {{2023}},
}

@article{44143,
  abstract     = {{<jats:title>Abstract</jats:title><jats:p>Working conditions of knowledge workers have been subject to rapid change recently. Digital nomadism is no longer a phenomenon that relates only to entrepreneurs, freelancers, and gig workers. Corporate employees, too, have begun to uncouple their work from stationary (home) offices and 9-to-5 schedules. However, pursuing a permanent job in a corporate environment is still subject to fundamentally different values than postulated by the original notion of digital nomadism. Therefore, this paper explores the work identity of what is referred to as ‘corporate nomads’. By drawing on identity theory and the results of semi-structured interviews, the paper proposes a conceptualization of the corporate nomad archetype and presents nine salient identity issues of corporate nomads (e.g., holding multiple contradictory identities, the flexibility paradox, or collaboration constraints). By introducing the ‘corporate nomad’ archetype to the Information Systems literature, this article helps to rethink established conceptions of “home office” and socio-spatial configurations of knowledge work.</jats:p>}},
  author       = {{Marx, Julian and Stieglitz, Stefan and Brünker, Felix and Mirbabaie, Milad}},
  issn         = {{2363-7005}},
  journal      = {{Business &amp; Information Systems Engineering}},
  keywords     = {{Information Systems}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{Home (Office) is where your Heart is}}},
  doi          = {{10.1007/s12599-023-00807-w}},
  year         = {{2023}},
}

@article{35741,
  abstract     = {{<jats:title>Abstract</jats:title><jats:p>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.</jats:p>}},
  author       = {{Röglinger, Maximilian and Plattfaut, Ralf and Borghoff, Vincent and Kerpedzhiev, Georgi and Becker, Jörg and Beverungen, Daniel and vom Brocke, Jan and Van Looy, Amy and del-Río-Ortega, Adela and Rinderle-Ma, Stefanie and Rosemann, Michael and Santoro, Flavia Maria and Trkman, Peter}},
  issn         = {{2363-7005}},
  journal      = {{Business & Information Systems Engineering}},
  keywords     = {{Information Systems, Business process management, Exogenous shocks, Challenges, Opportunities}},
  number       = {{5}},
  pages        = {{669--687}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{Exogenous Shocks and Business Process Management}}},
  doi          = {{10.1007/s12599-021-00740-w}},
  volume       = {{64}},
  year         = {{2022}},
}

@article{37139,
  author       = {{Mirbabaie, Milad and Stieglitz, Stefan and Marx, Julian}},
  issn         = {{2363-7005}},
  journal      = {{Business & Information Systems Engineering}},
  keywords     = {{Information Systems}},
  number       = {{2}},
  pages        = {{239--246}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{Catchword: Digital Detox}}},
  doi          = {{10.1007/s12599-022-00747-x}},
  volume       = {{64}},
  year         = {{2022}},
}

@article{23672,
  abstract     = {{<jats:title>Abstract</jats:title><jats:p>Organizations introduce virtual assistants (VAs) to support employees with work-related tasks. VAs can increase the success of teamwork and thus become an integral part of the daily work life. However, the effect of VAs on virtual teams remains unclear. While social identity theory describes the identification of employees with team members and the continued existence of a group identity, the concept of the extended self refers to the incorporation of possessions into one’s sense of self. This raises the question of which approach applies to VAs as teammates. The article extends the IS literature by examining the impact of VAs on individuals and teams and updates the knowledge on social identity and the extended self by deploying VAs in a collaborative setting. Using a laboratory experiment with N = 50, two groups were compared in solving a task, where one group was assisted by a VA, while the other was supported by a person. Results highlight that employees who identify VAs as part of their extended self are more likely to identify with team members and vice versa. The two aspects are thus combined into the proposed construct of virtually extended identification explaining the relationships of collaboration with VAs. This study contributes to the understanding on the influence of the extended self and social identity on collaboration with VAs. Practitioners are able to assess how VAs improve collaboration and teamwork in mixed teams in organizations.</jats:p>}},
  author       = {{Mirbabaie, Milad and Stieglitz, Stefan and Brünker, Felix and Hofeditz, Lennart and Ross, Björn and Frick, Nicholas R. J.}},
  issn         = {{2363-7005}},
  journal      = {{Business & Information Systems Engineering}},
  pages        = {{21--37}},
  title        = {{{Understanding Collaboration with Virtual Assistants – The Role of Social Identity and the Extended Self}}},
  doi          = {{10.1007/s12599-020-00672-x}},
  year         = {{2021}},
}

@article{16830,
  author       = {{Beverungen, Daniel and Buijs, Joos C. A. M. and Becker, Jörg and Di Ciccio, Claudio and van der Aalst, Wil M. P. and Bartelheimer, Christian and vom Brocke, Jan and Comuzzi, Marco and Kraume, Karsten and Leopold, Henrik and Matzner, Martin and Mendling, Jan and Ogonek, Nadine and Post, Till and Resinas, Manuel and Revoredo, Kate and del-Río-Ortega, Adela and La Rosa, Marcello and Santoro, Flávia Maria and Solti, Andreas and Song, Minseok and Stein, Armin and Stierle, Matthias and Wolf, Verena}},
  issn         = {{2363-7005}},
  journal      = {{Business & Information Systems Engineering}},
  title        = {{{Seven Paradoxes of Business Process Management in a Hyper-Connected World}}},
  doi          = {{10.1007/s12599-020-00646-z}},
  year         = {{2020}},
}

@article{17156,
  abstract     = {{Business Process Management is a boundary-spanning discipline that aligns operational capabilities and technology to design and manage business processes. The Digital Transformation has enabled human actors, information systems, and smart products to interact with each other via multiple digital channels. The emergence of this hyper-connected world greatly leverages the prospects of business processes – but also boosts their complexity to a new level. We need to discuss how the BPM discipline can find new ways for identifying, analyzing, designing, implementing, executing, and monitoring business processes. In this research note, selected transformative trends are explored and their impact on current theories and IT artifacts in the BPM discipline is discussed to stimulate transformative thinking and prospective research in this field.}},
  author       = {{Beverungen, Daniel and Buijs, Joos C. A. M. and Becker, Jörg and Di Ciccio, Claudio and van der Aalst, Wil M. P. and Bartelheimer, Christian and vom Brocke, Jan and Comuzzi, Marco and Kraume, Karsten and Leopold, Henrik and Matzner, Martin and Mendling, Jan and Ogonek, Nadine and Post, Till and Resinas, Manuel and Revoredo, Kate and del-Río-Ortega, Adela and La Rosa, Marcello and Santoro, Flávia Maria and Solti, Andreas and Song, Minseok and Stein, Armin and Stierle, Matthias and Wolf, Verena}},
  issn         = {{2363-7005}},
  journal      = {{Business & Information Systems Engineering}},
  keywords     = {{Business process management (BPM), Social computing, Smart devices, Big data analytics, Real-time computing, BPM life-cycle}},
  pages        = {{145--156}},
  publisher    = {{SpringerNature}},
  title        = {{{Seven Paradoxes of Business Process Management in a Hyper-Connected World}}},
  doi          = {{10.1007/s12599-020-00646-z}},
  volume       = {{63}},
  year         = {{2020}},
}

@article{4516,
  abstract     = {{Although many methods have been proposed for engineering service systems and customer solutions, most of these approaches give little consideration to recombinant service innovation. Recombinant innovation refers to reusing and integrating resources that were previously unconnected. In an age of networked products and data, we can expect that many service innovations will be based on adding, dissociating, and associating existing value propositions by accessing internal and external resources instead of designing them from scratch. The purpose of this paper is to identify if current service engineering approaches account for the mechanisms of recombinant innovation and to design a method for recombinant service systems engineering. In a conceptual analysis of 24 service engineering methods, the study identified that most methods (1) focus on designing value propositions instead of service systems, (2) view service independent of physical goods, (3) are either linear or iterative instead of agile, and (4) do not sufficiently address the mechanisms of recombinant innovation. The paper discusses how these deficiencies can be remedied and designs a revised service systems engineering approach that reorganizes service engineering processes according to four design principles. The method is demonstrated with the recombinant design of a service system for predictive maintenance of agricultural machines.}},
  author       = {{Beverungen, Daniel and Lüttenberg, Hedda and Wolf, Verena}},
  issn         = {{2363-7005}},
  journal      = {{Business & Information Systems Engineering}},
  keywords     = {{Service engineering, Recombinant innovation, (Product-)service system, Design science research, New service development}},
  number       = {{5}},
  pages        = {{377--391}},
  publisher    = {{SpringerNature}},
  title        = {{{Recombinant Service Systems Engineering}}},
  doi          = {{10.1007/s12599-018-0526-4}},
  volume       = {{60}},
  year         = {{2018}},
}