Agile business process management

Purpose Business Process Management (BPM) is key for successful organisational management. However, BPM techniques are often criticized for their inability to deal with continuous and significant change and uncertainty. Following recent calls to make BPM more agile and flexible towards change, this study presents the results of a systematic literature review (SLR) of agile concepts in BPM. Analysing and synthesising previous works and drawing on agility research in the field of IS, this paper introduces a framework for agile BPM. Integrating different components that define agility in the context of BPM, this framework offers a number of important implications. On the theoretical side, the authors argue that the concept of agile BPM departs in some important ways from traditional BPM research. This, in turn, points to various opportunities for future research. On the practical side, the authors suggest that emerging technologies, such as process mining, embody important features that help organisations to be more responsive to change. The paper aims to discuss these issues. Design/methodology/approach To assess the state of the art of agility in the BPM research, the authors conducted an SLR. More specifically, the authors drew on the approach of vom Brocke et al. (2009, 2015), which consists of five steps: defining the scope of the review; conceptualising the topic; searching for literature; analysing and synthesising literature; and developing a research agenda. Findings This study presents the results of a systematic review of agile concepts in BPM. This study then proposes a resulting research framework that can be used to strengthen the concept of agile BPM and provides an agenda for research in this rapidly growing and increasingly necessary area of BPM. Originality/value In this paper, the authors establish a shared understanding of agile BPM and develop an agile BPM framework that represents the current state as well as implications for research and practice in agile BPM.