SUSTAINABLE DEVELOPMENT AND BUSINESS PROCESS MANAGEMENT

Business process management to date has not explicitly focused on sustainability as a change objective or driver. Although, approaches relating BPM and Sustainability already exist, e.g. Green BPM is the sum of all management activities that help to monitor and reduce the environmental impact of bus...

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Autor principal:	A. L. Lisovsky
Formato:	article
Lenguaje:	RU
Publicado:	Real Economics Publishing House 2019
Materias:	business process management (bpm) sustainable development business processes new technologies the fourth industrial revolution industrial companу industry 4.0 innovations Risk in industry. Risk management HD61
Acceso en línea:	https://doaj.org/article/455f35d61fd949308630f9e65fb1854e
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id	oai:doaj.org-article:455f35d61fd949308630f9e65fb1854e
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spelling	oai:doaj.org-article:455f35d61fd949308630f9e65fb1854e2021-11-19T10:42:00ZSUSTAINABLE DEVELOPMENT AND BUSINESS PROCESS MANAGEMENT2618-947X2618-998410.17747/2618-947X-2019-3-228-237https://doaj.org/article/455f35d61fd949308630f9e65fb1854e2019-11-01T00:00:00Zhttps://www.jsdrm.ru/jour/article/view/850https://doaj.org/toc/2618-947Xhttps://doaj.org/toc/2618-9984Business process management to date has not explicitly focused on sustainability as a change objective or driver. Although, approaches relating BPM and Sustainability already exist, e.g. Green BPM is the sum of all management activities that help to monitor and reduce the environmental impact of business processes in their design, improvement, implementation, or operation stages, as well as lead to cultural change within the process lifecycle. The intention behind Green BPM is the incorporation of environmental objectives into the management of business processes. To achieve this objective, BPM has to be extended by ecologically oriented complements, as are the consideration of environmental strategy as a part of the process strategy, or the awareness for energy consumption and pollution. Together with an earlier article consolidates several contributions of the BPM foundations in three underlying process change traditions: (1) the Quality Control tradition, (2) the Business Management tradition, and (3) the Information Systems (IS) tradition. These three traditions propose different approaches to business process change and each emphasizes some practices over others. Currently, there is a tendency of combining the various traditions in a comprehensive BPM approach.A. L. LisovskyReal Economics Publishing House articlebusiness process management (bpm)sustainable developmentbusiness processesnew technologiesthe fourth industrial revolutionindustrial companуindustry 4.0innovationsRisk in industry. Risk managementHD61RU Strategičeskie Rešeniâ i Risk-Menedžment, Vol 10, Iss 3, Pp 228-237 (2019)
institution	DOAJ
collection	DOAJ
language	RU
topic	business process management (bpm) sustainable development business processes new technologies the fourth industrial revolution industrial companу industry 4.0 innovations Risk in industry. Risk management HD61
spellingShingle	business process management (bpm) sustainable development business processes new technologies the fourth industrial revolution industrial companу industry 4.0 innovations Risk in industry. Risk management HD61 A. L. Lisovsky SUSTAINABLE DEVELOPMENT AND BUSINESS PROCESS MANAGEMENT
description	Business process management to date has not explicitly focused on sustainability as a change objective or driver. Although, approaches relating BPM and Sustainability already exist, e.g. Green BPM is the sum of all management activities that help to monitor and reduce the environmental impact of business processes in their design, improvement, implementation, or operation stages, as well as lead to cultural change within the process lifecycle. The intention behind Green BPM is the incorporation of environmental objectives into the management of business processes. To achieve this objective, BPM has to be extended by ecologically oriented complements, as are the consideration of environmental strategy as a part of the process strategy, or the awareness for energy consumption and pollution. Together with an earlier article consolidates several contributions of the BPM foundations in three underlying process change traditions: (1) the Quality Control tradition, (2) the Business Management tradition, and (3) the Information Systems (IS) tradition. These three traditions propose different approaches to business process change and each emphasizes some practices over others. Currently, there is a tendency of combining the various traditions in a comprehensive BPM approach.
format	article
author	A. L. Lisovsky
author_facet	A. L. Lisovsky
author_sort	A. L. Lisovsky
title	SUSTAINABLE DEVELOPMENT AND BUSINESS PROCESS MANAGEMENT
title_short	SUSTAINABLE DEVELOPMENT AND BUSINESS PROCESS MANAGEMENT
title_full	SUSTAINABLE DEVELOPMENT AND BUSINESS PROCESS MANAGEMENT
title_fullStr	SUSTAINABLE DEVELOPMENT AND BUSINESS PROCESS MANAGEMENT
title_full_unstemmed	SUSTAINABLE DEVELOPMENT AND BUSINESS PROCESS MANAGEMENT
title_sort	sustainable development and business process management
publisher	Real Economics Publishing House
publishDate	2019
url	https://doaj.org/article/455f35d61fd949308630f9e65fb1854e
work_keys_str_mv	AT allisovsky sustainabledevelopmentandbusinessprocessmanagement
_version_	1718420188757491712

SUSTAINABLE DEVELOPMENT AND BUSINESS PROCESS MANAGEMENT

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