Towards to Enhancing Business Process Management in Corporate Environment: Emerging Markets View

Anastasia Pozdnyakova, Victoria Sheer, Yury Kupriyanov (), Victor Taratukhin and Joerg Becker
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Anastasia Pozdnyakova: National Research University Higher School of Economics
Victoria Sheer: National Research University Higher School of Economics
Yury Kupriyanov: National Research University Higher School of Economics
Victor Taratukhin: WWU Muenster
Joerg Becker: WWU Muenster

A chapter in Emerging Trends in Information Systems, 2016, pp 31-49 from Springer

Abstract: Abstract Social BPM (BPM) is widely discussed in the scientific and business community. While the interest to the topic is elevating, the potential and benefits of employing Social BPM remain vague and ambiguous. This paper discusses these problems and elaborates on two different approaches of Social BPM: external and internal. Internal approach is about designing and modeling business processes inside the organization by all employees, who are insiders to the processes, while external is about participating and listening to all stakeholders such, as employees, current customers, potential customers, competitors and suppliers. We examined emerging markets, particularly Russia, to evaluate the spread of Social BPM there. The practice of integrating such tools in National Research University Higher School of Economics (Moscow, Russia) is presented and the research was conducted to estimate stakeholders’ attitude to the system.

Keywords: Social BPM; BPM; Social software; Social media; Knowledge management (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:spr:prochp:978-3-319-23929-3_4

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DOI: 10.1007/978-3-319-23929-3_4

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