A Framework for a Sustainable Adoption of Business Process Management

Abstract

Business process management (BPM) emerges as a methodology for enhancing an enterprise’s processes by identifying, supporting, and governing them to achieve continuous improvement and sustainable competitive advantage. This study conducted a semi-structured systematic literature review of 92 articles published between 2000 and 2024, following the methodology outlined by Tranfield and Denyer. The main objectives of the review were to systematize the field and propose a comprehensive framework for a sustainable adoption of BPM. This framework resulted from the analysis and integration of relevant notions associated with BPM, and from the evolution of process management, shaped by the approaches and tools examined across key stages of its development. From a theory-building approach, six stages for adopting BPM were defined, from initial levels of documentation to more mature phases characterized by integrating advanced technologies. Furthermore, the proposed framework bridges theory and practice by outlining the phases a firm should consider improving its process management. This research has also identified critical gaps in this field, including the limited number of studies on small and medium-sized enterprises (SMEs) and sustainability from a holistic perspective. Furthermore, the results also reveal a limited number of studies in developed countries. These gaps emphasize the need to further study BPM from an integrative approach in resource-limited contexts, such as developing countries or SMEs, to support sustainable development.

1. Introduction

Companies face several challenges in a dynamic and uncertain globalized business environment, where customers and suppliers are spread worldwide, requiring quick responses to market changes that have intensified competition as a result of trade agreements and globalization policies [1]. As a consequence, firms have invested their resources in managing business processes, increasing visibility, and equipping companies with skilled workforce and advanced tools [2].

In recent decades, various organizations adjusted their strategies to adopt a process-based approach. As a result, many of them are focusing on more rigorous management of product innovation, which in turn has intensified the use of performance management frameworks to facilitate the governance of interactions within the organization [3]. Furthermore, due to global dynamics, it is necessary to consider an integrative approach where companies align their internal processes, as well as those throughout the supply chain, which is identified as the backbone of today’s economy [4]. Every company is part of a supply chain, connected to various organizations as an echelon between suppliers and customers, competing against other supply chains [5]. Although some companies behave as autonomous entities, in practice, they constitute systems with inputs, outputs, feedback loops, elements, relationships between those elements, and a system boundary that defines them from their environment [6,7]. Thus, the supply chain involves managing relationships, information, and material flow across business boundaries to enhance customer service and economic value through synchronization of processes [8,9]. Therefore, a firm’s processes should be integrated and aligned with those of supply chain partners to succeed [7].

With this scenario in view, business process management (BPM) emerges as a methodology for handling an enterprise’s processes and addressing these challenges. The adaptation of this approach contributes to making processes more efficient and effective, achieving an impact on the continuous improvement, flexibility, responsiveness, and sustainability of an organization, by synchronizing business processes to meet customer demands [10]. Furthermore, BPM is relevant to organizational sustainability by promoting efficiency and intelligent knowledge management [11] and by driving sustainability through the integration of information technologies to enable more efficient, less resource-intensive operations [12]. Thus, to apply this methodology, it is necessary to identify, analyze, redesign, execute, monitor, control, and measure the processes integrated in a business [13].

BPM implementation has a positive impact on organizational performance by enhancing process control through the use of information and communication technologies (ICTs), thereby fostering higher coordination and integration across business processes [6]. Furthermore, it is necessary to measure business processes to identify areas for improvement throughout the organization. Key measurable attributes of a business process include complexity, entropy, cohesion, coupling, modularity, size, flexibility, and redundancy [14].

One of the main objectives of BPM is to enhance operational efficiency by adopting and effectively using emerging technologies. In this regard, BPM enables organizations to exploit existing technologies to optimize current processes, explore innovative technologies to drive transformation, or combine both approaches to balance exploitation and exploration [15]. For example, by modeling a process and analyzing it through simulation, managers might gain insights into potential strategies to reduce costs and boost service levels [16].

Given this background, process management continues to expand across private and public companies worldwide and is adopted in several industries, such as aerospace, pharmaceuticals, capital goods, and industrial engineering. Furthermore, scarcity of resources, rising energy demand, the need to adopt environmentally and cost-effective practices, and the ever-changing demand for variety have prompted manufacturers and governments to adopt green process practices for sustainable development of the industry [17]. The ninth sustainable goal of the United Nations Development Program encompasses industry, innovation and infrastructure as critical drivers of sustainability and economic growth [18]. This goal highlights the need for “promoting sustainable industries” to “facilitate sustainable development”. BPM provides a framework for designing sustainable products and services and the implementation of cleaner and eco-efficient production practices to create sustainable value [1,19]. Thus, BPM contributes to this ninth goal by fostering innovation, resilient infrastructure, and sustainable industrialization. However, while prior reviews focus on technological or operational aspects, few integrate BPM with sustainability-oriented management frameworks. Most BPM studies are oriented toward technology and digital innovation, overlooking sustainability [20]. It reveals a significant gap between theory and practice (e.g., Lean-BPM), where research fails to connect with the real needs of companies [21]. Hence, strengthening theory building of BPM provides a proper framework to foster sustainable production practices and competitive advantage [22].

The Process Excellence Network (PEX) is a global community for professionals, business leaders, and executives committed to improving their businesses through process and operational excellence. PEX reports annually the results of its survey related to business processes conducted among professionals and organizations worldwide [23]. The 2018 report found that 45% of the companies’ headquarters are in North America. In contrast, 7% of companies are based in South and Central America. Furthermore, 29% of respondents apply excellence methodologies, including process management, in supply chain management as part of their companies’ functions [24]. By 2024, 29% of companies reported being based in North America, remaining the region with the largest representation, while South and Central America reported a 6% participation [23].

The study of BPM has evolved as a key discipline for designing, analyzing, and improving organizational operations. Its relevance lies in its ability to align strategic goals with operational execution, which is essential in a business environment characterized by high competitiveness and digital transformation [15]. Although a large body of literature has discussed several perspectives related to BPM, there is a lack of an integrative analysis of these perspectives and the development of this methodology as the business environment evolves. Regarding Latin American companies, there is also increasing interest in adopting BPM as a strategy to enhance their competitiveness; however, there is confusion about the concept, its implementation, and benefits [25].

With this in mind, the primary purpose of this research is to address this gap and advance theory building in BPM by presenting a comprehensive framework for adopting this methodology [22,26,27]. This framework integrates relevant concepts, examines the historical evolution of BPM as a field of study, and identifies its various stages through an exhaustive analysis of literature. To achieve this goal, the following research question (RQ) is formulated:

RQ1: Which is the path that organizations might follow to adopt BPM in a sustained way?

In addition, two complementary research questions guide this study:

RQ2: What are the key conceptual foundations and definitions underlying BPM?

RQ3: What are the predominant knowledge domains, milestones, and research trends in BPM literature, and how do they contribute to a framework for its sustainable adoption?

The motivation for this study is to address the growing need for understanding how process management operates as a strategic tool in different organizational contexts. In a world where emerging technologies, such as artificial intelligence (AI) and automation, continually transform business dynamics, it is essential to analyze the historical roots, key definitions, and models that underpin this practice. From an academic standpoint, it is essential to unify these dimensions in a structured frame. From a business perspective, many organizations face challenges when implementing effective process management, overcoming operational orientation, and aligning their organizational strategy. Overall, this research presents two main contributions. First, this research contributes by unifying fragmented conceptualizations and establishing a comprehensive theoretical foundation that supports cumulative knowledge development in the BPM field. Second, it provides a practical and applicable framework to sustain BPM adoption. These theoretical and practical contributions reinforce the importance of analyzing and documenting advances in this field.

This paper is organized as follows. Section 2 presents the research methodology conducted for this review. Section 3 reports the findings and provides a systematic frame of the development of BPM. Section 4 discusses the relationship between the identified variables from the review grouped into three categories: BPM environment, BPM methodology and process modeling. Section 5 presents a conceptual framework to develop a BPM environment. Finally, Section 6 posed conclusions, limitations of this work, and future directions.

2. Methodology

Following the theory-building principles outlined by Meredith (1993) [26], this study adopts a semi-structured systematic literature review as a conceptual method to construct a theoretical understanding of BPM adoption. This approach enables the identification of:

• Key concepts and definitions (RQ2).
• Knowledge domains, milestones and research trends (RQ3).
• The development of a conceptual framework (RQ1) that integrates adoption stages, sustainability, and technological evolution (RQ2 and RQ3).

Therefore, this study contributes to the early stages of theory construction, providing both descriptive and explanatory insights grounded in existing literature [22,28,29,30,31,32].

The literature review is a qualitative research methodology that “locates existing studies, selects and evaluates contributions, analyses and synthesizes data, and reports the evidence in such a way that allows reasonably clear conclusions to be reached about what is and is not known” [32] (p. 671). This methodology has gained traction in the study of business research [33,34], supply chain management, business intelligence and Industry 4.0 [35,36,37,38], innovation [39,40,41], and managerial studies [42].

This semi-structured systematic review was developed in three key phases as proposed by Transfield and Denyer [43]: (1) planning, (2) execution, and (3) presentation of results. These authors emphasize the importance of transparent selection criteria, explicit coding procedures, and clear justification of scope to enhance the rigor and replicability of methodological review [44]. Each phase aimed to determine the relevance of the evidence to inform the analysis of the literature related to BPM. The literature review was conducted from December 2023 to October 2024 (public dataset [45]). Figure 1 presents a complete diagram of the methodology used in this research.

These review encompasses three main phases [32,44]. First, the plan for the search was defined (e.g., defining keywords, year of publication, etc.), and then it was executed in various indexed databases, screening related publications to answer the research questions. Second, a comprehensive analysis of the selected publications was conducted to determine their relevance and contribution to this research. Finally, the findings were discussed, systematized, and framed.

2.1. Phase 1: Planning and Execution Process

This initial phase was carried out in three steps. This work involved a working group of six people, divided into three teams, which agreed on keywords and areas of study to formulate the search query that would address the research questions.

The first step involved selecting the indexed databases used for the search: Scopus, Web of Science, Springer, Taylor & Francis, IEEE Xplore, and Emerald Insight, The keywords used in the initial search included: “business process management” OR “process management” OR “operational process management” OR “operation management” OR “management system”. This initial step yielded 1,188,933 documents.

The second step involved defining the search equations and the range of years from 2000 to 2024, since the term “business process management” emerged around 2000 as a field of increasing relevance [16,22,40]. Additionally, the research team agreed on including the fields of management, engineering, operations, business, innovation, social sciences, and economics. Only English documents were considered, given the language’s universality in this topic. Documents published in conference proceedings, book chapters, and monographs were excluded. With these adjustments, the second step limited the number of publications to 8195.

In the third step, the research team limited the selection of the documents that included the exact words in the abstract or title: “business process management”, “process system”, “operation process management”, “operation management”, “management system”, and “process management”. On the other hand, areas of study, such as healthcare, environmental management and specific IT areas were excluded. Also, documents published in indexed journals with a classification of Q4 in the SCImago ranking were excluded [46]. This process limited the selection to 181 manuscripts.

In the final step, the research team eliminated duplicates and evaluated the abstracts and authors’ keywords to assess the relevance of the publications to the research topic. This final step led to the selection of 92 articles that directly focused on process management and/or process management models, and their contribution to answering the research questions. It is worth noting that this number includes six articles in Spanish and nine book chapters to avoid overlooking entries of relevant information [47].

2.2. Phase 2: Analysis Process

Throughout this process, ongoing meetings were held to analyze and discuss the findings with both the working groups and the entire team. The review revealed key elements to address the research gap and answered the questions posed by this study. The analysis and selection involved identifying content, year of publication, country, and type of publication. Criteria, such as area of study, methodological approach, contributions, and “fit for purpose”, were applied to determine the relevance of the documents [30,32,44]. To systematize the findings, the relevant aspects addressed by the documents were classified in an Excel datasheet [45]. For example, among the most relevant commonalities identified from the selected documents is the need to develop a definition of BPM. Furthermore, an essential aspect on which the authors agree is that BPM constitutes a methodology that leads to a sustainable competitive advantage [22,48,49]. Additionally, several authors analyze the evolution of process management, while others present models and guidelines for implementing and managing processes in organizations. In addition, others study the impact of process management on the measurement and analysis of organizational performance, observing its connection with other business partners beyond its organizational boundaries [50,51,52]. The remaining sections present and discuss the results of Phase 3, resulting in the proposed conceptual framework.

3. Results

3.1. Characterization of Selected Publications

This section presents a comprehensive analysis of the selected documents, identifying key definitions of processes, process management, and process management models.

Figure 2 shows how the documents examined in this study are distributed over time, along with the moving average trendline with a 2-period count.

Since 2003, a consistent increase in scientific publications in this area has been observed, thus justifying the selection of 2000 as the starting point for research on BPM, given that methodologies such as process reengineering were the previous focus of research [16]. Although the study of BPM has been conducted for several decades and is currently extensive [53], it appears “poorly organized” [16]. Nowadays, BPM is based on a holistic, evolutionary, and continuous improvement perspective, using total quality and business process reengineering as models, aiming to guarantee efficiency and effectiveness in the execution of operations and a high performance of organizations [22,52].

The study of BPM emerges as a field of research, and the relationship between BPM and the dynamics of the knowledge management cycle within an organization stands out as one of the areas of interest [54]. Furthermore, the BPM approach improves the competitiveness of organizations and facilitates the digital transformation of companies [20]. Hence, it is essential to thoroughly understand BPM’s conceptual foundations and development path for successful implementation. As pointed out by Harmon [55], it is crucial to assemble a BPM discipline addressing all its approaches to cope with an ever-changing world.

Figure 3 presents the distribution of publications by region and country for identifying predominance and gaps between these regions.

Overall, the global landscape reflects scientific production concentrated in regions such as Europe (28 documents) and North America (26 documents) (Figure 3a), which may limit the universal applicability of the proposed models.

Figure 3b displays a significant concentration of process management research in certain countries, led by the United States, with 19 studies identified in this study. These results are consistent with the PEX Report 2024: Global State of Industry Process Excellence [23]. This high representativeness could be attributed to the consolidation of a strong academic community, the ongoing development of methodologies aimed at organizational improvement, and the early integration of information technologies into business management systems [23]. Moreover, China and India are positioned as relevant actors, with 12 and 8 publications, respectively, also coinciding with the PEX Report 2024 [23]. This growth aligns with the accelerated industrialization process and the need to optimize operational efficiency in highly competitive economies.

Also in accordance with the PEX Report 2024, countries such as Germany, the United Kingdom, and Italy present a moderate production (between five and seven studies), which reflects their contribution to the development of regulatory frameworks, international standards, and methodological approaches applied to process improvement Report 2024 [23]. On the other hand, among the countries with the fewest publications are Brazil and Australia, with three and four studies, respectively, indicating a growing interest in the study of process management. It is worth noting the low representation of countries from Africa and the Middle East, suggesting that BPM is not a prominent field of study in those regions.

Bearing these results in mind, this geographic asymmetry in scientific production raises the need to foster research in less-explored contexts, thus promoting a more comprehensive, diverse, and contextualized view of process management. Consequently, it is essential to encourage studies that consider the cultural, economic, and technological particularities of different latitudes, especially in developing countries.

3.2. VOSviewer^® Bibliometric Analysis

The VOSviewer^® 1.6.20 tool was used to complement the bibliographic analysis and identify bibliometric networks between the main concepts and topics of the analyzed documents [56]. Figure 4 depicts the networks linked to key concepts of BPM and emerging areas such as supply chain management (SCM), operations management, and Industry 4.0.

Table 1. VOSviewer^® clustering and bibliographic references.

No.	Cluster	Number of Papers	%	References
1	Business Process Management	44	48	[1,2,6,11,14,15,16,17,20,22,48,49,51,52,54,57,58,59,60,61,62,63,64,65,66,67,68,69,70,71,72,73,74,75,76,77,78,79,80,81,82,83,84,85]
2	Supply Chain Management	39	42	[1,3,12,50,51,62,63,65,67,73,76,80,82,83,84,86,87,88,89,90,91,92,93,94,95,96,97,98,99,100,101,102,103,104,105,106,107,108,109]
3	Process Management	37	40	[12,15,20,21,22,50,53,69,70,72,73,76,77,79,87,88,89,90,93,94,95,96,97,98,99,101,103,104,105,110,111,112,113,114,115,116,117]
4	Business Process Re-engineering	26	28	[1,6,11,16,22,48,52,54,55,59,70,72,74,75,77,78,86,88,94,100,107,111,118,119,120,121]
5	Industry 4.0	17	18	[1,3,51,67,73,89,90,94,96,97,98,101,102,103,104,105,122]
6	Operation Management	16	17	[50,58,61,62,72,73,79,86,87,94,95,103,113,114,123,124]
7	Learning Systems	14	15	[12,60,63,71,78,84,92,93,96,104,120,123,125,126]
8	Machine Learning	14	15	[6,11,12,16,55,71,72,84,92,96,104,119,120,123]
9	Block Chain	12	13	[50,62,67,69,80,82,91,93,100,106,109,115]
10	Data Analytics	11	12	[49,62,67,69,73,76,83,86,106,115,116]
11	Decision Making	10	11	[6,76,79,95,99,103,113,114,118,122]
12	Resource Management	8	9	[1,49,70,72,75,81,91,98]
13	Business Process	8	9	[14,51,58,61,62,63,71,82]
14	Data Mining	8	9	[73,77,83,98,99,103,115,120]
15	Inventory Control	5	5	[3,62,65,97,124]
16	Sustainable Development	5	5	[1,17,22,92,114]
17	Multi-objective Optimization	5	5	[60,63,69,97,114]

presents the main clusters in Figure 4 and identifies the papers included in each group.

Among these 17 clusters, several relevant groups and relationships between them were identified.

3.2.1. Business Process Management (BPM)

This node occupies a critical section (in green) on the left side of the network, reflecting its role as the connecting link for the other concepts. BPM is closely associated with business processes, re-engineering, and process management (in blue) and Industry 4.0 (in red). This highlights its relevance as a foundation for digital transformation. It is also related to quality management (in blue). BPM, as an interdisciplinary concept, serves as the integrating link between process and organizational management, strategy, and technology, connecting operational efficiency with digital transformation [20,81]. A proper understanding of BPM is essential for integrating other disciplines such as quality and innovation [81]. Moreover, BPM is a methodological infrastructure that supports continuous improvement and process reengineering [2].

3.2.2. Supply Chain Management (SCM)

SCM, depicted in the lower-right corner in red, emerges as a relevant concept related to BPM. This relationship is established through data mining (in green), decision-making, and Industry 4.0 (in red). These connections suggest that companies can benefit from integrating BPM through emerging technologies to support decision-making in their supply chain management and achieve more efficient operations. In fact, ref. [73] identified a convergence between BPM and SCM through data-driven decision-making and the optimization of supply chain flows. Also, the use of technologies (e.g., cloud supply chain) enhances operational efficiency through data integration and BPM standardization, thereby connecting interorganizational processes [50].

3.2.3. Operations Management

Operations management, located in the lower-right red region, connects to BPM through SCM and data-driven decision-making, Industry 4.0, and data management tools. It demonstrates how process management can support manufacturing by optimizing both the planning and execution of key activities.

As [50] explained, technologies transform operational management through automation, interoperability, and digital process control, aligning BPM with operational execution.

3.2.4. Industry 4.0

This cluster, located in the lower center in red, highlights the integration of advanced technologies (e.g., machine learning and data mining), within the BPM framework. This reflects the evolution of process management oriented towards more technological and intelligent automation approaches.

Further key relationships are highlighted. The intersection of BPM and Industry 4.0 illustrates how process management models are evolving to integrate emerging technologies (e.g., learning systems, and process mining), emphasizing the importance of incorporating digital capabilities into traditional BPM models.

The relationship between BPM and SCM clusters intermediated by Industry 4.0 technologies underscores the role of digital transformation in enhancing BPM’s role in supply chain optimization.

Finally, the connection of Industry 4.0, SCM, and operations management suggests that traditional operational management approaches are enriched by BPM and SCM principles, enabling better coordination and information flow among supply chain participants.

In this regard, [103] identified BPM as a structural foundation of Industry 4.0, integrating data mining, digitalization, and smart manufacturing. Also, [73] analyze the application of technologies (e.g., process mining) to measure operational efficiency, demonstrating how BPM supports predictive digitalization in Industry 4.0 environments.

In summary, Figure 4 illustrates BPM as a bridge between traditional disciplines, such as SCM and Operations Management, and emerging concepts, including Industry 4.0 and machine learning. It can be concluded that BPM is a tool for process improvement, leveraged by the emergence of a new industrial environment characterized by the digitalization of data and process automation, supporting decision-making not only within the organization but also throughout supply chain management.

In closing this section, Table 1 highlights areas that require greater attention, e.g., Sustainable Development (Cluster 16) shows that BPM research still neglects sustainability integration, representing only 5% of the literature review.

4. Discussion: Conceptualization, Relationships, and Research Gaps

4.1. Conceptualization

The proposed model meets the characteristics of a conceptual framework as defined by Meredith [26]. It integrates multiple sources, synthesizes common elements, contrasts differences across previous work, and incorporates a maturity-based perspective linked to sustainability and technological tools. According to Wacker (1998) [127], a complete theory includes four components: definitions, domain, relationships, and predictive claims. Although this study does not establish empirical predictions or define a specific domain, it lays the foundation by providing explicit definitions and structured relationships between the stages of BPM adoption, its enablers, and its impact on organizational outcomes. Likewise, the semi-structured systematic literature review conducted in this research fulfills the objective of organizing conceptual differences, identifying shared areas, and structuring them within a coherent and applicable framework.

The proposed model represents a valid contribution to early-stage theory building in BPM, particularly in contexts where sustainability, digitalization, and the constraints of small and medium-sized enterprises converge.

4.1.1. Business Process

Given the highly dynamic and complex nature of the business environment, where diverse actors interact and are involved in executing an organization’s operations, several authors have proposed definitions of business processes, approaching them from different theoretical and methodological perspectives. For example, the ISO 9000:2015 standard defines a process as a set of interrelated activities that convert inputs into outputs through mutual interactions [128]. Furthermore, the rapid evolution of technology and the complexity of relationships with multiple stakeholders, which have deepened in recent decades, have impacted the definition of processes in the business environment.

Table 2. Definitions of business processes.

Definition	Theoretical Approach	Reference
A business process is a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer. A business process has a goal and is affected by events occurring in the external world or in other processes.	Maturity Models Assessment	[76]
A business process is a complete and dynamically coordinated set of logically related activities or tasks that must be performed to deliver value to customers or meet other strategic objectives.	Management Theory	[81]
A business process emphasizes how work is performed rather than describing products or services that are a result of a process.	Management Theory	[81]
Consistent and predictable results are achieved more effectively and efficiently when activities are understood and managed as interrelated processes that function as a coherent system.	Governance Process	[112]
A process establishes an internal framework of standards intended to engage and motivate employees to deliver products and services that meet customer requirements within business expectations.	Complex systems	[69]
A business process is an approach that aims to improve the performance and flexibility of organizations through their management.	Management Theory	[15]
A business process is a management discipline that identifies and governs an organization’s business processes. The goal of its application is continuous improvement.	Value chain	[73]

presents the most relevant definitions identified from the literature review.

Figure 5 provides a summary of the main characteristics related to the concept of business processes.

From these definitions, the following key aspects are identified:

• Processes should operate according to clearly identifiable, specific, measurable, realistic, and relevant objectives and goals [81,112];
• Processes are understandable and can be replicated through standardization [69];
• Indicators and metrics are used to monitor process performance [15,21,111];
• Processes have defined inputs and outputs associated with the variables encompassed in them [76,81];
• Internal activities can be identified that, if coordinated correctly, add value to the client of the process [73,129];
• Internal and external stakeholders evaluate the validity of the process outcome(s) based on their expectations [73,76];
• Processes cut across organizational, functional, and departmental boundaries [62,95,100];
• Processes use tangible resources such as materials and intangible resources such as energy and information to carry out tasks [70,81,88,98,112];
• Depending on the resources, skills, and motivation of the personnel involved, the desired outcome is generated [1].

In recent years, there has been a growing interest in methodologies, techniques, and tools that support business process (re) design, known as business process modeling (BPM).

Through an analysis of the literature related to business process reengineering, redesign, and modeling, Melão and Pidd [75] proposed an initial conceptual framework enabling a better understanding of business processes and how to model them. Thus, the framework groups the different notions into four business process perspectives. The first of these refers to business processes as an established sequence of well-defined activities executed by “human machines”, which are responsible for processing inputs into outputs to achieve a specific objective successfully. The role of information technology is relevant in this perspective for coordinating and automating processes [113,115].

The second perspective presents business processes as complex, dynamic systems; that is, it emphasizes the interaction of activities as an open system that adapts to a changing environment to survive. Here, business processes can be defined as a subset of systems (tasks, people, technology, structure, etc.) that interact with each other and with the environment to achieve a specific objective. This provides a holistic approach, and simulation and animation tools are used to understand the interactions between subsystems and predict the consequences or future states of processes [78,92,96].

The third perspective views business processes as interacting feedback loops that receive both internal and external feedback, utilizing systems thinking principles. Unlike the previous perspective, processes are conceptualized as flows (rates regulated by policies) of resources (physical or non-physical) through a sequence of levels representing accumulations or transformations.

This latter perspective refers to business processes as social constructs, emphasizing the importance of people with different values, expectations, and agendas. The focus here is on the subjective and human aspects of the business process; therefore, processes become subjective due to the abstractions and judgments relative to the points of view of everyone involved [130,131].

4.1.2. Business Process Management (BPM)

Business process can be defined as a set of interrelated activities that produce products or services that meet customer needs [15]. Process management includes all activities carried out within an organization or process. According to the ISO 9000 standard, management can be defined as “coordinated activities to direct and control an organization” whose aim is to achieve goals [128]. Management is seen as a direction and control process where objectives are set, results are assessed, and suitable actions are taken for ongoing improvement. Within the process framework, fostering teamwork and a constructive attitude are essential to achieving objectives. Therefore, process alignment and employee engagement positively influence organizational performance [22].

These key characteristics identified in the literature search align with the framework that defines the scope of the BPM, recognizing that the interaction of processes extends beyond functional and departmental boundaries. Furthermore, the definitions also support the operational core of the process, where inputs are transformed into outputs, integrating the concepts of objectives, inputs, outputs, resources, and added value.

Finally, the literature explains that the BPM methodology can adapt and evolve by integrating internal and external feedback for continuous improvement.

4.2. Process Management Evolution

Table 3. Milestones in the evolution of the concept of process management.

Year	Administrative Theory or Technique	References	Connection with Process Management
1924	Human Relations Theory	[130,131]	- Study of predominance
			- Coordination without subordination.
			- Foundations of empowerment.
1947	Behavioral Theory	[132]	- Goal-orientation
			- Effectiveness—efficiency relationship
1950	Structuralist Theory	[133,134]	- Orientation towards quality
			- Application of the Deming cycle (Plan-Do-Check-Act (PDCA))
1951	Systems Theory	[135,136,137]	- Multidisciplinary approach
			- Continuous feedback
1954	Neoclassical Theory	[138,139]	- High employee participation and commitment
1962	Organizational Management	[140,141]	- Addresses interactions between people in processes
1972	Contingency Theory	[142,143,144,145]	- Participation of each employee
			- Customer-oriented process
			- Cross-functional committees
			- Empowerment
1980	Porter’s Value Chain	[146,147,148,149]	- Processes aimed at adding value
1994	Business Process Reengineering and Improvement	[70,150]	- Orientation towards radical change in your processes
2010	Orientation towards Innovation and Agility	[22,151,152,153,154,155]	- Business agility
			- Continuous innovation
			- Flexibility
2020	Integration with Emerging Technologies	[53,156,157,158,159]	- Digital convergence in process management

illustrates the evolution of process management from its initial theorization, focusing on human and structural relations, to systemic, behavioral, value generation, and organizational development perspectives, culminating in the incorporation of advanced and emerging technologies.

During the initial stages of the Industrial Revolution, a classical perspective emerged, identifying humans with machines in society within the industrial setting. The development of this field of study can be traced back to 1924, with the emergence of Follett’s theory of human relations [131], highlighting the importance of interpersonal relationships, cooperation, and individual participation within the organization. This perspective led to the study of organizational psychology and interpersonal relationships in business, creating a research field that has continued to develop over the decades.

From this theory, the organization is a dynamic network of interdependent relationships, where cooperation and equitable power management are essential to success [130]. Thus, the importance of cooperation among members of an organization is emphasized without the need to impose a rigid hierarchy or subordination. It is argued that true leadership and organizational effectiveness are achieved when people have the power and autonomy to influence their work environment.

Around the 1950s, Weber (1947) [133] focused on how bureaucracy and rationalization influence organizations, particularly through his conception of legitimate authority and forms of control [160] which is relevant to process management emphasizing on promoting the participation of all employees to achieve quality objectives, and models such as the Deming cycle emerge [134,161]. Later, von Bertalanffy [135,162] proposed the general systems theory after observing complex systems, such as organizations, which cannot be effectively understood if their departments are analyzed as isolated parts. Instead, he proposed a perspective where organizations are considered as sets of interrelated systems, in which processes interact and influence each other to form a dynamic and coherent whole [137].

By 1954, the Neoclassical Theory proposed by Drucker (1955) [138] emerged as a response to the limitations of previous management approaches, mostly classical and bureaucratic models, which focused excessively on organizational structure and operational efficiency, overlooking other fundamental aspects such as decision-making, flexibility, and human behavior within organizations. According to Drucker, being effective is the first step towards the success of an organization. However, effectiveness alone does not guarantee long-term success if it is not accompanied by efficiency. Thus, Drucker emphasizes the importance of adaptability, organizational flexibility, and employee participation and commitment for the efficient management of resources [139].

By the 1980s, Porter (1980) [146] identified a lack of a structured and comprehensive approach in organizations to analyze how their various internal activities contribute to the final value offered to the market and to build up their competitive advantage. In response to this shortcoming, he proposed the concept of the value chain oriented towards an organization’s processes and the value they contribute to the resulting economic performance [149].

In the 1990s, the concept of reengineering and continuous improvement emerged [70]. This approach asserts that radical changes in processes are necessary to solve organizational problems [150]. By the beginning of the 21st century, process management had evolved to incorporate business agility and the ability to adapt to changing environments. It promoted continuous innovation, flexibility, and responsiveness to market demands [22]. As a result of the technological revolution of the last decades, the integration of emerging technologies (e.g., artificial intelligence, advanced data analytics, robotic process automation (RPA), blockchain) into BPM responds to companies’ need to improve their efficiency, decision-making process, competitiveness, flexibility, and adaptability to a dynamic business environment [53].

It is essential to highlight that the evolution of the concept presented in Table 3 shows how each stage of administrative thought has contributed a key component to the development of BPM. From the human relations theory to the integration of emerging technologies, this conceptual progression reflects the elements currently required by processes to achieve comprehensive and sustainable management.

4.3. The Three Waves of BPM

From this evolution, it is possible to identify three important waves in the development of BPM study, as depicted in Figure 6.

Within BPM historical framework, a first wave (operative efficiency) is identified in the literature [48,81,150] as the era of operational efficiency and re-engineering, where the focus was on rethinking and redesigning functional processes with support of basic technologies. Thus, BPM emphasizes efficiency and process control to achieve operational performance [150].

The second wave (total quality) is defined as the age of methodological maturity and integrative management characterized by emerging managerial methodologies (e.g., Total Quality Management (TQM), Six Sigma) [55]. It focuses on process standardization, documentation, and quality management while the processes are oriented towards value creation [55,81,146]. Processes are integrated through organizational structures of continuous improvement and enterprise resources planning (ERP) systems [121].

The third wave marks the transition from a traditional BPM approach to an intelligent, digital one [55]. This last one is prompted by automation, AI, process mining, and Industry 4.0 [69]. This new era enables extensive integration of processes, adopting smart manufacturing and cyber-physical systems across the value chain, increasing analytical capacity and enhancing decision-making among supply chain partners [88,103,117].

Table 4. Key features of BPM’s waves.

Features	First Wave: Operative Efficiency (1900)	Second Wave: Total Quality (1950)	Third Wave: Digital Transformation (2000)
Focus	Steam engines improved efficiency in industry, while human relations were key to optimizing work performance.	Total Quality Management, Lean Manufacturing and Six Sigma systems improve efficiency and reduce errors in the value chain, while process reengineering transforms operations to optimize results.	Digital transformation and the integration of advanced technology improve efficiency and effectiveness in the process, facilitating adaptation to change and innovation.
Key Technologies and Methods	Steam engines, industrial machinery	Quality management methods (e.g., quality circles, benchmarking) and the emergence of management systems such as ISO standards.	Big Data, artificial intelligence (AI), RPA, Cloud, internet of things (IoT), Blockchain
Process Management	Focus on optimizing machinery and enhancing production efficiency.	Radical redesign, Total Quality Management (TQM), and Statistical Control (Six Sigma)	Agility, automation, real-time data analysis, flexibility
Organizational Impact	Increased production capacity, but limitations in quality and working conditions.	Improved quality, more customer-oriented processes, and greater employee engagement.	Business agility and flexibility, data-driven decision-making, and global reach.
Scope	Automotive industry, energy management, chemical and mechanical industry, mass consumption industry	Manufacturing industry: application of ISO 9001 standard. Chemical and Pharmaceutical industry: application of TQM and statistical control (Six Sigma)	Education industry: application of digitalization tools Financial industry: application of Big Data and AI
References	[16,53,55,71,92]	[22,74,77,78]	[20,66,77,80,106]

presents our analysis of the milestones in the evolution of the BPM concept identified in the analyzed articles.

The three waves of BPM development reflect an evolution from the pursuit of operational efficiency to the intelligent and digital management of processes. These stages show how organizations have gone through different phases to achieve comprehensive process management, continuously adapting to the environment and the changing demands of the business landscape.

It is essential to highlight that the waves of BPM development have also been supported by evolving technologies and methods, allowing processes to become transversal and effectively articulated to ensure their success in business implementation. Furthermore, the impact and scope of BPM have increased significantly, demonstrating that it should be applied across industries.

4.4. Stages of BPM Adoption in a Digital Era (Industry 4.0)

As articulated in the previous section, each wave is characterized by a particular managerial focus. At the same venue, we can argue that firms follow the same pathway to adopt BPM. This section will further elaborate on this argument.

Figure 7 illustrates the stages of BPM adoption in alignment with an organization’s digital transformation.

Figure 7 shows the development of the evolutionary model, based on a subset of studies from the selected documents, that directly address the progressive development of Business Process Management [16,62,66,75,76,77,112,118,164,165]. These studies were instrumental in identifying and defining the six stages of the model. They provide insights into process standardization, modeling, digitalization, automation, and the integration of emerging technologies within the BPM framework, enabling the development of a stepwise model that reflects the organizational evolution toward sustainable, technology-driven BPM adoption.

As the first wave set the stage for BPM by focusing on efficiency and productivity, firms likewise establish the foundation for efficient and effective operations. The initial level corresponds to the management of documentation (usually manual) that serves as the basis for business process management [66,77]. The second level corresponds to the establishment of uniform processes by implementing regulated and standardized steps to guarantee the correct execution of the tasks and their outcomes [75,118,150,164].

The second wave took place as the concepts of the value chain and total quality emerged, focusing BPM on integrating these concepts. Similarly, firms move forward with modeling and monitoring tools and methods to enhance value creation and ensure the quality of their processes. At the third level, organizations develop models of their industrial processes using techniques and tools (e.g., TQM) to simulate inputs, tasks, and outcomes and identify opportunities to improve them [16,55,164]. The fourth level encompasses the implementation of monitoring systems (e.g., RFID systems, MIS) to collect real-time data for continuously checking, adjusting and optimizing performance [76,112].

The latest wave coincides with the emergence of the evolution toward Industry 4.0 and 5.0, which has driven the digital transformation of organizations, marked by the rise in technologies (e.g., AI, 3D modeling and printing, RPA, management information systems (MIS), ICTs, Big Data analysis). Hence, the two final stages involve a highly digitalized industrial environment. At the fifth stage, the firm incorporates advanced technologies (e.g., IoT sensors and technologies, AI) to radically transform the processes and operations and develop an Industry 4.0 environment [67,166]. At the final stages, the organization reaches the most advanced level, which involves the integration of highly advanced and emerging technologies (e.g., RPA, blockchain) for the management of the various business processes and develop disruptive business models [62,167]. This digital transformation requires organizations to continually evaluate and improve their maturity models in documentation, standardization, modeling, and monitoring [53,105,106,122,167].

This is the path that organizations should follow when seeking to achieve the highest level of maturity in their process management and reach effectively and efficiently the objectives for which they are implemented, while focusing on human–machine collaboration and sustainable processes. Understanding this path enables companies to adopt technological advancements, generate innovative processes and products, and develop a sustainable competitive advantage.

The initial stages (documentation and standardization) align with the fundamental principles of Business Process Management (BPM), focused on defining, controlling, and formalizing organizational processes. The intermediate stages (modeling and monitoring) are related to performance management, continuous optimization, and systematic process improvement, promoting an organizational culture based on efficiency and ongoing feedback. Finally, the advanced stages, comprising digitalization and Industry 5.0, address the current needs of the business environment, emphasizing digital transformation, automation, and the integration of intelligent technologies that enhance decision-making and organizational competitiveness.

4.5. Identified Variables and Relationships

Figure 8 presents a sample of the analysis (see full dataset analysis [45]) of the bibliographic review, where recurring areas addressed within the analyzed articles were identified, as well as the link between them and the different authors.

Since the search for information centered on process management, it is evident that the result showed most of the studies analyzing the business process environment, BPM methodology, and process modeling, classified in this way according to the depth and contribution to process management in the researched papers. Regarding the area of business process environment, we included those papers that refer to process management indirectly, implicitly, or complementarily, as this approach is necessary for solving the problems addressed in their research. With respect to BPM methodology, we grouped the documents that explicitly and centrally address process management as a methodology for addressing their research objectives.

Several important relationships were identified with other areas of study. Figure 9 illustrates the measurement of the frequency of co-occurrence of different terms regarding three areas: business process environment, BPM methodology, and process modeling, using the Jaccard index [168,169,170]. This index measures the similarity between sets. The higher the percentage, the greater the overlap or relationship between these concepts and the key areas described.

Figure 9 summarizes the relationships among key concepts identified in the literature based on the Jaccard index analysis. As shown in column (a), performance measurement has the highest degree of conceptual proximity to other BPM dimensions (66.8%), followed by best practices (65.5%), and competitive advantage (61.6%). This highlights the central role of performance measurement in BPM, underlining the importance of adopting the best practices and measuring processes as essential components of monitoring and management to develop a competitive advantage. Column (b) exhibits that BPM environment is strongly related to performance measurement (88%) and competitive advantage (83.7%), establishing that understanding and managing the process environment is fundamental to defining effective indicators and enhancing business performance.

In column (c), BPM methodology shows a strong relationship with best practices (65.3%) and process modeling (64.5%), suggesting that it is necessary to consider the process scheme, maturity models, tools, principles and relationships to integrate process management, through the application and adaptation of best practices recognized in the reviewed articles. Finally, column (d) reveals a close relationship between process modeling and BPM methodology (64.5%), where the former is perceived as a tool that of the latter. Furthermore, its association with performance measurement (55.4%), underscores the importance of modeling to visualize, analyze, and optimize process performance indicators.

Among other emerging concepts within the review, it highlights the generation of a competitive advantage as a result of implementing process management [22,48,61,101], the focus on knowledge management as an input for process management [11,54], and maturity models, where an analysis of these is necessary to implement a process management approach [77,164]. Finally, it is necessary to highlight the emerging study of the relationship between BPM and supply chain, given the need to consider a comprehensive perspective of the impact of SCM on process execution efficiency [50,109].

On the other hand, the analysis of the relational matrix of the literature review revealed significant research gaps. The most significant gap is the limited focus on SMEs, as most studies focus on large organizations, leaving the specific needs, limitations, and opportunities of this group of enterprises largely unexplored.

From the articles studied, sustainability is identified as a topic linked to BPM, mainly in relation to operational efficiency, resource, and compliance with standards. However, the studies address this connection in a general way, without establishing clear definitions that allow measuring the impact of process management on the sustainable performance of organizations. This situation underlines a gap in the reviewed literature due to the lack of indicators, models, or methodologies that specifically integrate both approaches. Thus, this limits the objective assessment of the impact of implementing improved processes on sustainable environmental, social, or economic outcomes [17].

Finally, there is a gap regarding the study of BPM in the context of Industry 4.0. This relationship appears to be emerging in some studies that present Industry 4.0 technologies as emerging digital tools that facilitate the integration of information and tasks into critical and support processes [67,103].

Figure 9 outlines how the authors address key elements of BPM and their connections to concepts such as Industry 4.0, sustainability, competitive advantage, and resilience. It also highlights the diverse themes within the BPM approach and its evolution toward digital transformation and organizational sustainability. However, the study identifies gaps in integrating these areas, emphasizing the need for a conceptual framework that coherently synthesizes these variables. Such a framework would enhance the overall understanding of process management.

5. Conceptual Framework to Develop a BPM Environment

Based on the analysis of the literature, the following conceptual framework is proposed for developing a BPM environment, considering the identified aspects of this research. Figure 10 presents the elements that comprise a process, the stages of BPM adoption, and their relationship to the business environment.

Our conceptual framework for adopting BPM has two facets: (1) a basic outline of process management, and (2) BPM adaptation stages. The former presents the basic elements that make up a process: (a) the inputs, such as raw materials, labor, equipment, equipment, documentation, information, among others, which are consumed or used within the (b) transformation process, to obtain (c) the expected outputs, such as products, information, knowledge, etc. Thus, the realization of the basic process is developed through the allocation of resources, which can include human, technological, equipment, material, and other resources.

In the second phase, parallel to the process’s basic outline, the stages for adopting BPM are displayed. These stages reflect the depth, evolution, and sophistication with which this structure is managed over time. Below is an analysis of each stage:

• Documentation involves defining and documenting the fundamental elements of a process, constituting the first step in understanding it.
• Standardization encompasses the establishment of guidelines under which a process must be executed to meet its objective.
• Modeling allows for visualizing process elements, simulating tasks and operations, and identifying opportunities for improvement.
• Monitoring measures the process using management indicators to demonstrate that it meets its objective. As sophisticated the monitoring system is, the more frequently and accurately it will provide feedback to the process, allowing for intervention if necessary.
• Finally, the most mature stage, which is the integration of processes with Industry 5.0 tools, which digitize and allow them to be managed in real time, also includes the coordination of BPM activities within the organization’s internal environment and outside of it, linking the organization to its business partners and customers, e.g., its supply chain partners.

While the basic outline describes the functional structure of processes, the adoption stages assess the extent to which the first phase is documented, standardized, modeled, monitored, and integrated by emerging technologies. The adoption stage drives the efficiency of the basic process management framework, addressing input, transformation, and customer value delivery with the tools integrated at each level. That is, as an organization advances through the adoption stages, it improves the quality, agility, and traceability of its processes, resulting in increasing customer satisfaction and goal achievement.

It is worth noting that the model integrates feedback loops for continuous improvement, emphasizing BPM as a dynamic and iterative practice.

Finally, the framework illustrates how the fulfillment of these two facets within process management aims to satisfy internal or external customers, depending on the scope of the process. Organizational boundaries are illustrated by a dashed line, depicting the business environment’s permeation into the organization and its response to feedback from the environment, allowing them to enhance and transform as different needs arise.

Altogether, the schemes and analyses developed throughout this work have enabled the construction of a dynamic conceptual framework for BPM, in which process management is grounded in the theoretical principles of its own definition. These principles are reflected in the core elements that compose it, such as inputs, metrics, transformation processes, organizational boundaries, resources, results, and outputs, which collectively shape the basic structure of processes.

Likewise, the evolution of process management and the BPM adoption stages has enabled the identification and development of a set of organizational tools and capabilities that must be progressively strengthened to ensure comprehensive management oriented toward digitalization and intelligent automation. This process is complemented by continuous improvement and feedback, integrating strategic dimensions such as sustainability, resilience, and competitive advantage.

It is worth noting that the clusters, presented in Section 3.2, directly influenced the structure of the proposed framework. The process maturity stages (documentation, modeling, digitization, Industry 5.0) were primarily informed by the literature grouped under Clusters, since they have a different focus. The feedback and continuous improvement loop align with recurring themes across Clusters 3 (Process Management), 2 (Supply Chain Management), and 10 (Data Analytics). The integration of strategic sustainability considerations was supported by literature from Cluster 16, which, although underrepresented (5%).

6. Conclusions and Limitations

We conducted a comparative analysis of several important definitions presented in the literature review, presenting the concept of business process from different theoretical perspectives, all agreeing on the idea that a process is a structured set of interrelated activities that transform inputs into outputs that provide value to the customer and the organization. This study contributes to the sustainable management literature by linking stages of BPM adoption with technological maturity and sustainable competitiveness.

The theoretical implications of the proposed framework lie in its contribution to consolidating BPM as a dynamic and multidimensional discipline. It proposes a foundation that integrates the classical principles of process management with a pathway to incorporate emerging elements from Industry 4.0 and 5.0, providing a holistic perspective for future theoretical development.

Furthermore, all definitions emphasize the importance of logical sequencing, the interdependence of activities, and a results-oriented approach. Furthermore, the evolution of the concept highlights that processes must not only be efficient and predictable, but also flexible, manageable, and aligned with strategic objectives. Nowadays, BPM constitutes a discipline studying continuous improvement and adaptation to dynamic, digital environments that are increasingly integrated with its strategic partners.

The evolution of this field of study is an approach based on administrative thinking, initially centered on human relations and organizational behavior, advancing to managerial models oriented toward customer-value creation and continuous improvement, supported by tools within Industry 4.0 and 5.0., converging technology and management in the digital age.

Moreover, the research presents a basic outline of process management and how it is addressed at the different stages of adoption, starting from an initial level of process documentation up to the use of emerging technologies in its management. It is also important to highlight that the more resources an organization utilizes at higher adoption levels, the more certain it will be of meeting the objectives and results of its processes.

The practical implications are reflected in the framework’s potential to guide organizations in assessing their process maturity levels, identifying gaps, and prioritizing strategic initiatives aimed at technological integration and continuous improvement. Likewise, it serves as a roadmap for aligning process design, performance measurement, and innovation practices with organizational objectives, thereby strengthening adaptability, competitiveness, and long-term sustainability. Thus, the framework constitutes viable guidance for SMEs and developing countries for adopting BPM in a sustainable fashion.

On the other hand, a gap is also observed in the study of the relationships between BPM and SMEs, sustainability, and Industry 4.0. Furthermore, from the bibliographic analysis, we conclude that developed countries are more mature in addressing these topics, while developing countries lack studies that allow them to adapt to this methodology and tools, thereby generating a competitive advantage among other benefits.

The results reveal that sustainability-related topics remain marginal within BPM research. Specifically, Cluster 16—Sustainable Development represents only about 5% of the analyzed literature, indicating that the integration of sustainability principles into BPM frameworks is still limited. This underrepresentation suggests that BPM has not yet been fully leveraged as a driver of organizational competitiveness through sustainable practices. Strengthening the connection between BPM, sustainability, and competitiveness could enhance the strategic role of process management in creating long-term value.

The study provides in-depth insight into process management and its main approaches. However, it is important to acknowledge some limitations. The analysis was based on a specific selection of academic articles, so it is possible that other relevant studies were not considered, due to their coverage of further areas, languages, or being outside the databases consulted.

Furthermore, by focusing on the theoretical framework, practical evidence of application in real organizations is not included, which represents a limitation for validating the concepts in real-life cases. While the model offers a comprehensive conceptual synthesis, it has not yet been empirically validated in real-world settings. This constitutes a limitation of the current study and an opportunity for future research, which should focus on applying and testing the framework in organizational contexts to assess its practical utility and generalizability.

Regarding the gaps identified in the literature review, it is suggested to address them in greater depth. For example, analyzing BPM relationship with the supply chain and Industry 4.0, considering that technology currently plays a relevant role in achieving high levels of efficiency and effectiveness.

Finally, it is necessary to further test the proposed conceptual framework as a strategic path towards BPM adoption, particularly for SMEs located in developing countries, while considering their limitations and capabilities.