A Comprehensive Bibliometric Analysis of Business Process Management and Knowledge Management Integration: Bridging the Scholarly Gap

Abstract

In the ever-evolving landscape of organisational optimisation, the integration of business process management (BPM) and knowledge management (KM) emerges as a critical challenge. Beyond the opportunity to expedite the improvement of the organisation’s operations, this integration serves as a gateway to unlocking the full potential of organisational knowledge and digital transformation. With its comprehensive evaluation of the dimensions of research on BPM and KM, this article aims to unveil predominant topics and evolving trends within this intersection. By doing so, it seeks to catalyse meaningful advancements in organisational management practices, underscoring the relevance and importance of this topic to the audience. The authors conducted a rigorous research process. Using bibliographic analysis, they selected 359 publications from the Scopus database. They employed performance analysis and scientific mapping methods to extract meaningful insights facilitated by MS Excel and VOSviewer applications. Additionally, they conducted an in-depth analysis of 37 publications chosen through bibliographic coupling analysis. The findings highlight a significant gap in the scholarly discourse on BPM and KM, which is evident in the limited research outcomes and minimal influence on decision-making processes. This study reiterates the need for increased dedication to this research realm, particularly in areas identified in the future research agenda recommendations, to stimulate significant advancements in organisational management practices. This paper stands out from the up-to-date reviews by offering a unique contribution to the BPM and KM integration field. While these reviews often focus on specific niches within the broader domain, this study takes a holistic approach. It provides a comprehensive overview of the existing literature on integrating BPM and KM, delving into the quantity and quality of existing research. It also identifies emerging themes and potential directions for future scholarship, ensuring a robust understanding of the integrative landscape of BPM and KM.

1. Introduction

Integrating business process management (BPM) and knowledge management (KM) is pivotal in the landscape of information science and technology. BPM focuses on optimising and automating business processes, while KM emphasises the creation, sharing, and utilisation of knowledge. In the dynamic landscape of Industries 4.0 and 5.0 and the burgeoning era of artificial intelligence (AI), the symbiotic integration of KM and BPM emerges as a linchpin for organisations striving to navigate the complexities and opportunities of the dynamically evolving business environment. The current wave of research and practical endeavours underscores a resounding call among researchers and practitioners to integrate BPM and KM seamlessly. This collective sentiment is evidenced by many scholarly works advocating for a cohesive approach that intertwines BPM and KM to navigate the intricacies of Industry 4.0 and 5.0. Exemplifying this trend, Fradj et al.’s [1] work introduces the BPEDPM method, utilising process mining and deep learning, and demonstrates its practicality in predicting business processes (BPs) executions and emphasising the integration of KM, BPM, and process mining as paramount for organisational enhancement. The number of studies further amplifies this call by addressing critical aspects of integrating BPM and KM, ranging from utilising BPM systems for KM to delving into the interdisciplinary nature of BPM research. Beheshti et al. (2023) introduce ProcessGPT, a transformative technology leveraging Generative Pre-trained Transformer (GPT), capable of generating human-like text through natural language processing. Positioned as a powerful tool for automating tasks and improving efficiency, ProcessGPT exemplifies the potential of integrating KM and BPM to enhance decision-making in data-centric and knowledge-intensive processes [2]. Beheshti et al. [3] explored the intersection of AI, BPM, and KM, introducing the concept of AI-enabled processes and emphasising the role of Data Lake and Knowledge Lake as foundational elements for process automation in the age of AI and big data. Furthermore, Gronau’s [4] proposal for extending the KMDL modelling language responds to the challenges of Industry 4.0, aiming to bridge the gap between human and machine knowledge processing. This extension reflects the need to represent, analyse, and optimise knowledge management in the context of emerging technologies and sociotechnical changes. Additionally, Szelągowski [5] proposes dynamic BPM as an extension of traditional BPM, enabling process executors to adapt the method of process implementation to the executor’s knowledge and skills and the requirements of a specific implementation context.

This study showcases how BPM can create agile knowledge transfer mechanisms, preserving critical expertise amidst rapid workforce rotation. These insights collectively underscore the growing consensus among researchers and practitioners regarding the indispensability of integrating BPM and KM. Moreover, these diverse perspectives from researchers and practitioners form a compelling chorus, underscoring the urgent necessity and potentially transformative impact of harmonising BPM and KM strategies considering integration to fortify organisations in an evolving business environment.

This paper aims to evaluate the dimensions of research on BPM and KM, unveil predominant topics and evolving trends within this intersection, and lay the groundwork for future investigations into the transformative potential of this integration in the impending era of Industry 4.0 and 5.0. There are three key research questions (RQs) accompanied by sub-questions related to this aim:

RQ1. What is the structure of research that integrates business process management and knowledge management?

Sub-question: What are the key theoretical frameworks utilised in the integration of BPM and KM?

RQ2. What are the dynamics and the most important research activities integrating business process management and knowledge management concepts?

Sub-question: How have these dynamics evolved over the past two decades?

RQ3. What future research directions relate to business process management and knowledge management integration?

Sub-question: What emerging technologies influence future research directions in BPM and KM integration?

The paper is organised as follows: The subsequent section delves into the theoretical underpinnings of the research. Section 3 explains the methodology and datasets used. Section 4 articulates the quantitative and qualitative findings of the review. The Conclusions section deliberates on the implications derived from the empirical results and provides the concluding remarks for the article.

2. Theoretical Background

2.1. Knowledge Management Concept

Knowledge management (KM) is a well-established and evolving discipline within the management sciences, concentrating on the systematic acquisition, creation, application, and storage of knowledge within organisations [6,7]. This multifaceted concept encompasses the classification of knowledge into two main types: explicit (codified) knowledge, transmittable in a systematic and formal language, and tacit knowledge, which is personal, context-specific, often unaware, and resistant to formalisation [8,9,10]. The dynamic interplay between explicit and tacit knowledge is fundamental, with both types permeating and complementing each other in organisational contexts [11,12,13]. While knowledge, as an object, is considered a passive resource, its true value is actualised when applied within the BPs executed within an organisation [7,14,15,16]. KM becomes a costly endeavour, detached from day-to-day operations and lacking alignment with organisational goals, failing to generate tangible value [17]. Nakash’s [18] qualitative exploration of KM in organisational contexts highlights the need to reevaluate and possibly rebrand the term “KM” to better align with contemporary contexts of use. In the knowledge economy, organisations leverage creating, disseminating, and utilising knowledge and information to establish a sustained competitive advantage [19]. Effective KM involves acquiring, storing, and distributing knowledge and creating knowledge to align with organisational goals and foster competitiveness [20].

KM is widely recognised as one of the most discussed management models, aiming to enhance organisational goals by effectively controlling knowledge resources and performance [21]. The literature on knowledge processes and organisational performance delves into knowledge creation, acquisition, sharing, utilisation, storage, transfer, and application, exploring their intricate relationships with organisational outcomes [22]. Despite being an extensively discussed topic, KM remains a complex subject, especially in specific settings like healthcare [23]. Various KM approaches collectively seek to describe and explain changes in knowledge content over time and their effects on organisational performance [24]. As a result, KM remains a rich area for exploration, with ongoing discussions on how it influences organisational performance across diverse sectors. The integration of KM with BPM is crucial, as [25] noted, emphasising the need to connect knowledge processes with phases of the BPM lifecycle for optimal organisational performance.

2.2. Business Process Management Concept

Business Process Management (BPM) is a dynamic and evolving concept that responds to the ever-changing demands of the dynamic business environment. It encompasses the systematic planning, analysis, design, execution, monitoring, and improvement of an organisation’s BPs, ensuring an end-to-end perspective [26,27,28]. BPM addresses the intricate relationship between management, IT, and engineering disciplines, providing a holistic approach to continuous process improvement. As a management approach, BPM investigates factors related to adopting and succeeding BPM initiatives [29]. The ultimate goal is to improve the organisation’s ongoing performance by streamlining business processes and ensuring the constant readiness to discover and implement breakthrough innovative operational opportunities [27,30].

The comprehensive BPM lifecycle in the organisation covers activities related to discovering, defining, analysing, implementing, and monitoring BPs [25,31]. An essential component of the BPM lifecycle is the technological aspect. Information Technology (IT) solutions are developed to automate BPs, ensuring efficiency and accuracy in process implementation [27]. However, despite the structured BPM lifecycle, its success and adoption are highly contextual, varying based on organisational situational factors [32,33].

BPM is rooted in integrating knowledge from management, IT, and engineering disciplines, aiming to enhance and refine BPs continuously [34]. Implementing BPM integrates knowledge from different disciplines and requires a nuanced understanding of the organisational context to achieve optimal results. Recognising the interdependence of BPM with KM is essential, as the historical separation between these concepts has hindered organisations from fully realising the potential benefits of the fourth Industrial Revolution [25]. Bridging this gap ensures a more coherent and effective approach to knowledge utilisation within BPs, ultimately contributing to enhanced organisational efficiency and competitiveness.

2.3. Literature Reviews on Business Process Management and Knowledge Management Integration

Integrating BPM with KM is a promising direction for further research [25]. Despite the evident importance of this nexus, a profound analysis encompassing the entirety of BPM and KM integration remains noticeably absent in the current literature. The absence of such an in-depth analysis becomes apparent when reviewing the existing literature, as exemplified by the reviews conducted in related fields. Notably, reviews such as “A business process outsourcing framework based on BPM and KM” [35], “Business Process Management (BPM) based pharmaceutical quality management systems” [36], “Processes and measurement of knowledge management in supply chains” [37], and “Towards the assessment of business process knowledge intensity” [38], while insightful, do not offer a comprehensive state of the art analysis. The need for a holistic examination is underscored as these reviews often concentrate on narrow scopes and distinct research problems or utilise methodologies significantly different from bibliometric analysis.

For instance, Pérez-Salazar et al. (2019) delve into knowledge management in supply chains, concentrating on specific methodologies and performance metrics within the context of supply chain management. Similarly, Mahmoodzadeh et al. [35] explore the risks and implications of BP outsourcing, but primarily through the lens of BPM and KM frameworks, which misses the comprehensive approach. Furthermore, the reviews by Versini [36] and Berniak-Woźny and Szelągowski [38] delve into BPM in pharmaceutical quality management and assessing BP knowledge intensity, respectively. Still, they are narrow in their focus and do not holistically address the intersection of BPM.

These insightful reviews provide crucial insights but remain limited to particular niches within the broader BPM-KM integration domain and lack the holistic approach necessary to encapsulate the entire spectrum of BPM-KM integration. This paper aspires to be the pioneering work transcending these limitations, offering a comprehensive overview of the existing literature on integrating BPM and KM. Through a bibliometric analysis, authors aim to unravel patterns, trends, and gaps in research, providing a foundation for future investigations. This analysis will explore the quantity and quality of existing research and discern emerging themes and potential directions for future scholarship, ensuring a robust understanding of the integrative landscape of BPM and KM.

3. Materials and Methods

A two-stage research strategy was employed to comprehensively examine the evolving field of BPM and KM integration, address the research aim, and answer the research questions. The first stage utilised bibliometric performance analysis and science mapping techniques to uncover the research structure and dynamics. In the second stage, publications identified through bibliographic coupling were thoroughly analysed to identify current research problems and trends. This two-step approach has been widely recognised as a suitable and comprehensive method for investigating such dynamic research fields [39,40].

The search was conducted using the Scopus database (https://www.scopus.com accessed on 18 March 2024) as the primary data source due to its comprehensive coverage of scientific publications and ability to facilitate data export [41,42]. The keywords with Boolean operators, “business process management” AND “knowledge management”, were used to retrieve documents containing both phrases to capture relevant literature on integrating these two domains. The initial search of article titles, abstracts and keywords yielded 369 documents spanning from 1998 to 2023. The period was not limited to capturing the comprehensive structure of the research field. Additionally, the database was not constrained by subject area or document type to reach as many relevant records as possible. However, the selected documents were limited to those published in English, which excluded 7 records. The assessment of the abstracts’ relevance led to the exclusion of another 3 records. This refined collection of 359 documents formed the foundation for quantitative bibliometric analysis of the current structure and dynamics of the research field and the selection of the records for qualitative analysis based on bibliographic coupling. Figure 1 provides a summary of the research process.

The authors extracted complete bibliographic information from the SCOPUS database in the CSV format to analyse the selected dataset and employed Microsoft Excel 2021 for descriptive analysis. Subsequently, they utilised VOSviewer version 1.6.18 to map and visualise the results. This software effectively compiles the literature, establishes connections between selected publications based on predefined parameters, and identifies prominent topics and concepts within the analysed corpus [43,44].

Stage One

In the first stage, the bibliometric analysis was conducted. Bibliometric analysis is a crucial tool for helping researchers understand the context of documents published on specific topics, especially when handling large volumes of information, specific issues, or publications. This type of analysis enables the identification of transformations in various scientific areas, current fields, emerging topics, trends, literature gaps, most relevant subjects, themes, and similarities beyond the documents themselves. Additionally, it considers other elements, such as the authors, countries, or institutions [45,46]. This data analysis stage involved two bibliometric methods: performance analysis and scientific mapping. Performance analysis evaluated research productivity and impact in the specified field based on parameters such as authors, author countries, and journals/sources. On the other hand, scientific mapping organises and presents the dynamic and structural characteristics of scientific works within the research area, highlighting their connections and evolution [47,48].

Stage Two

In the second stage, the authors delved into an in-depth analysis of 37 documents selected through bibliographic coupling analysis. Bibliographic coupling links are similarity measures used in science mapping frameworks and bibliometric analysis, occurring when different documents share the same references. The relatedness of documents in bibliographic coupling is determined by the number of shared references. In other words, bibliographic coupling happens when two documents cite a common third source [49]. VOSviewer algorithmically categorised the selected and networked 37 documents into four clusters, which were thoroughly analysed and formed the foundation for proposing future research directions related to BPM and KM integration.

4. Results and Discussion

The results of the analyses will be presented in three parts corresponding to individual research questions and finally discussed.

4.1. The Structure of Research Integrating Business Process Management and Knowledge Management

Assessing the research area’s growth trajectory and the evolving interest of researchers is essential to comprehending the field’s development. One of the fundamental bibliometric analysis techniques for evaluating this dynamic is examining the temporal distribution of publications. Figure 2 depicts the publication counts in the domains of BPM (7382 total) and KM (94,327 total), along with the number of publications addressing both BPM and KM (359 total). There are approximately 20- and 250 times fewer publications relating to both BPM and KM than publications relating separately to BPM and KM, respectively.

Figure 3 delves into the specific trends of publications integrating KM and BPM concepts, encompassing 25 years. The analysis reveals that the first article appeared in 1998. Significant interest in the research area did not emerge until after 2005. In the last two decades, the annual publication counts surpassed 10, with 2011 (33 publications), 2012 (26 publications), 2010, and 2015 (25 publications each) emerging as the most productive years. This trend suggests a stable but not necessarily escalating intensity of scientific research in the BPM and KM integration domain.

To gain insights into the contributions of leading researchers in the BPM and KM integration field, we analysed bibliometric data to identify authors with a high publication output and a significant impact on the field.

Table 1. The most impactful authors.

Author	Affiliation	Number of Publications	Number of Citations
Marjanovic O.	University of Technology Sydney, Sydney, Australia	12	174
Szelągowski M.	Systems Research Institute PAN, Warsaw, Poland	9	36
Bitkowska A.	Warsaw University of Technology, Warsaw, Poland	6	42
Stary C.	Johanes Kepler university Linz, Linz, Austria	6	25
Busch P.	Macquarie University, Sydney, Australia	5	21
Berniak-Woźny J.	Systems Research Institute PAN	4	20
Freeze R.	University of Arkansas, USA	4	649
Karagiannis, D.	University of Vien, Austria	4	47
Janiesch, C.	Technische Universitat Dortmund, Germany	4	25
Schmidt W.	Technische Hochschule Ingolstadt, Germany	4	11
Kutun B.	Technische Hochschule Ingolstadt, Germany	4	10

presents the nine most productive authors based on the number of publications on BPM and KM integration. These authors have published at least four articles in this field, with citations ranging from 10 to a remarkable 649. Our findings revealed that Marjanovic O. of the University of Technology Sydney (Sydney, Australia) stood out as the most prolific author, having authored 12 publications with 174 citations. Closely following Marjanovic O. was Szelągowski M. of the Systems Research Institute PAN (Warsaw, Poland), with nine publications and 36 citations. Bitkowska A. of Warsaw University of Technology (Warsaw, Poland) and Stary C. of Johannes Kepler University Linz (Linz, Austria) contributed six publications with 42 and 25 citations, respectively. These authors have significantly contributed to advancing research in BPM and KM integration and continue to be active contributors to the field.

It is also essential to analyse the critical sources of field studies in these areas to provide a comprehensive understanding of the landscape in BPM and KM integration research. The 359 documents under analysis were 212 conference papers, 95 articles, 25 conference reviews, 17 book chapters, and seven books. The sources analysed include conference proceedings, journals, and book series, showcasing the diverse platforms where BPM and KM research is disseminated.

Table 2. The most impactful journals.

Source	Number of Documents	Number of Citations	Editor	IF’2023	SC-hp’2023
Business Process Management Journal	10	396	Emerald Publishing	4,5	92
Knowledge and Process Management	6	210	Wiley-Blackwell	3,0	77
Computers in Industry	2	183	Elsevier	8,2	98
Journal of Knowledge Management	3	71	Emerald Publishing	6,6	94
Journal of Entrepreneurship, Management and Innovation	2	26	Cognitione Foundation for the Dissemination of Knowledge and Science	2,3	65

presents an overview of the five most impactful (from the number of citations perspective) article sources, shedding light on journals contributing significantly to the scholarly discourse. In discussing the journals’ citation impact, we reference the Impact Factor 2023 and the CS-hp’23 metrics. The Impact Factor (IF) reflects the yearly average number of citations to recent articles published in a journal. CS-hp is a metric focusing on the citation impact of highly influential papers, often used to highlight significant papers within a specific field.

By considering both the Impact Factor and the CS-hp’23 metrics, we can contextualise the journals’ citation performance. The Business Process Management Journal, the Journal of Knowledge Management (Emerald Publishing) and Computers in Industry (Elsevier) stand out with substantial IF and CS-hp journal ranks. This underscores the journals’ high visibility and influence within the scientific community.

Table 3. The most impactful conference papers source.

Source	Number of Documents	Number of Citations
CEUR Workshop Proceedings	14	26
ACM International Conference Proceeding Series	10	20
Proceedings of the Annual Hawaii International Conference on System Sciences	9	167
Proceedings of the European Conference on Knowledge Management (ECKM)	7	16
18th America Conference on Information Systems 2012 (AMCIS 2012)	7	0

presents an overview of the five most impactful (from the number of documents perspective) conference papers’ sources, shedding light on conferences that contribute significantly to the scholarly discourse. CEUR Worksop Proceedings, ACM International Conference Proceeding Series, and Proceedings of the Annual Hawaii International Conference on System Sciences reflect the significance of conference contributions. From the perspective of the number of citations, the Proceedings of the Annual Hawaii International Conference on System Sciences seem to be the strong leader.

Table 4. The most impactful book chapter sources.

Source	Number of Documents	Number of Citations	Editor
Lecture Notes in Business Information Processing	19	171	Springer
Lecture Notes in Computer Science Including Subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics	20	52	Springer
Communications in Computer and Information Science	10	49	Springer
IFIP Advances in Information and Communication Technology	4	37	Springer
Smart Innovation, Systems and Technologie	5	18	Springer

presents an overview of the five most impactful (from the number of citations perspective) book chapter sources, shedding light on book series and editors that contribute significantly to the scholarly discourse. All the most impactful books were published by Springer, with the key role of the book series devoted to those publishing proceedings, such as Lecture Notes in Business Information Processing or Communications in Computer and Information Science, again underlining the importance of conferences as a trigger for impactful BPM and KM research.

In bibliometric analysis, identifying the countries that contribute most significantly to a research field and examining their academic networks is crucial for understanding the global research landscape [50,51]. Figure 4, which displays the distribution of publications across countries, reveals that Germany (61 documents), Australia (34 documents), the USA (26 documents), China (24 documents), and Poland (24 documents) lead the field in terms of publication output. Shifting the focus to citation impact, we find that Australia (955 citations), Germany (403 citations), Greece (294 citations), the United Kingdom (292 citations), and South Korea (232 citations) have made the most significant contributions to the field. These countries’ publications have garnered substantial attention and recognition within the scientific community. This result is consistent with the result of the analysis of the most impactful writers representing Australia, with O. Marjanovic and P. Bush, the authors of 17 documents out of a total of 34 authored by Australian researchers. A similar situation can be observed in Germany, which offers many institutions covering both business process management and knowledge management research centres and teams that produced over 60 high-impact documents like Hewelt et al. [52] with 45 citations or Jochem et al. [53] with 40 citations. The opposite situation is with countries like Greece or South Korea, in the case of which we can find only eight papers per country but highly cited, like Hlupic et al. [54] with 118 citations and Jung et al. [55] with 143 citations.

To delve deeper into the academic collaborations among these leading countries, we constructed a country co-authorship network. This analysis considered only countries that published at least 5 articles, resulting in a subset of 22 out of the initial 59. Within this network, we identified 18 distinct connections between countries.

The country co-authorship map presented in Figure 5 reveals three distinct clusters:

• The red cluster encompassing Australia, Brazil, China, France, Hong Kong, Portugal, and the USA;
• The green cluster, including Austria, Colombia, Germany, Romania, South Korea, and Spain;
• The blue cluster comprises Greece, Italy, New Zealand, Switzerland, and the United Kingdom.

Figure 5. The country co-authorship map.

Figure 5. The country co-authorship map.

These clusters highlight the established research collaborations among these countries and suggest the emergence of regional knowledge networks in BPM and KM integration.

4.2. The Dynamics and the Most Critical Research Themes Integrating Business Process Management and Knowledge Management Concepts

Figure 6 presents a network of frequently co-occurring keywords, revealing the key themes that have captivated researchers’ attention in BPM and KM. To identify topics, authors set a minimum threshold of 10 occurrences for each keyword. Of the initial 2096 keywords, 48 met this criterion and were included in the analysis.

The network visually represents the interconnectedness of these keywords through clusters, each identified by a unique colour. The size of the circle represents the frequency of a keyword’s occurrence, while the thickness of the connecting line indicates the strength of the association between two keywords. This visualisation effectively highlights the relationships between key concepts and allows us to gain insights into the evolving research landscape. We uncovered distinct research directions and areas of interest by grouping the identified 48 keywords into five clusters:

• The red cluster (17 terms) centres around integrating KM and BPM concepts. Key terms include AI, BPM, business process management systems (BPMS), decision-making, decision support systems (DSS), IT, integration, knowledge acquisition, knowledge-based systems, knowledge management systems (KMS), management information systems, process control, process management, and workflow. The co-occurrence of these terms suggests a strong connection between managing knowledge resources and optimising BPs. AI, DSS, and IT intersection emphasises a technologically advanced approach to enhancing decision-making within the integrated framework.
• The green cluster (nine terms) centres on management science and administrative data processing. It encompasses information management, project management, ontology, semantic web, semantics, societies and institutions, and software engineering. This cluster suggests a focus on the scientific and technical aspects of managing information and administrative processes. Including ontology and the semantic web implies an interest in the structuralisation of information for more effective use.
• The blue cluster (eight terms) revolves around human resource management (HRM) and kiBPs. It includes knowledge-intensive processes, knowledge work, knowledge workers, work simplification, competition, and case management. This cluster suggests a focus on managing human resources in the context of knowledge-intensive business environments. The emphasis on knowledge work and workers indicates an interest in optimising human capital for competitive advantage.
• The yellow cluster (eight terms) centres around BPM and enterprise resource management. It includes terms like enterprise resource planning (ERP), industry, information services, information systems, research, and service-oriented architecture. This cluster signifies an integration of BPM with efficiently allocating and utilising enterprise resources. The emphasis on service-oriented architecture suggests a modern approach to managing resources for BP improvement.
• The violet cluster (six terms) revolves around process engineering and systems engineering. It includes terms like business process model and modelling, knowledge transfer, and social networking (online). This cluster suggests a focus on engineering approaches to business and knowledge processes. Knowledge transfer and social networking are included, which implies an interest in leveraging collaborative technologies for efficient business and knowledge flow.

Figure 6. The keywords co-occurrence map.

Figure 6. The keywords co-occurrence map.

During the second stage, the authors extensively analysed the literature records chosen through bibliographic coupling. This method involves assessing documents that cite the same references, elucidating the influence and significance of specific publications within a broader set of works. This approach affords a nuanced understanding of the intellectual structure shaping the research field. Figure 7 depicts the outcomes of the bibliographic coupling analysis, offering insights into the interconnectedness and strength of relationships among the documents with at least 15 citations. Out of 359 papers, 46 met the threshold. However, only 37 were networked and thus covered in the analysis. The graphical representation unveils four distinct clusters, visually representing the cohesive thematic groupings within the research front of the field.

• The red cluster, comprised of 13 papers, delves into the intersection of BPM and KM across diverse contexts.

This collection unveils common themes such as exploring variability and knowledge intensity within BPs, the conceptual aspects of knowledge value in kiBPs, the role of knowledge workers and the socialisation of BPM, and integrating knowledge and process management in healthcare. In the realm of kiBPs, the conceptual aspects of knowledge value are central to realising business benefits. Hlupic [54] contends that companies often overlook the latent potential of corporate information, inadvertently missing out on valuable business advantages. The paper underscores the pivotal role of transforming data into knowledge, highlighting its significance in achieving competitive advantage, cost minimisation, and enhanced service quality. Similarly, Dalmaris [56] delves into Knowledge-Based Process Improvement (KBPI) and challenges in case management across diverse domains. The paper introduces a pragmatic improvement framework by intertwining BPM concepts with knowledge theory. It accentuates the imperative of supporting knowledge workers dealing with variable and non-routine tasks, drawing attention to the limitations inherent in standardised approaches. Jochem’s [53] study identifies an evident gap in integrating quality management, BPM, and KM. The research proposes a maturity model tailored for small and medium-sized enterprises (SMEs) engaged in kiBPs to bridge this gap. The emphasis is on establishing a robust structure to measure and enhance knowledge transfer processes comprehensively. Lopez-Cuadrado’s [57] work strategically uses ontologies for knowledge representation within BPM. Introducing SABUMO, a framework grounded in ontologies, the study showcases promising outcomes in terms of usability and recommendations for knowledge representation and execution. This highlights the increasing reliance on semantic web techniques and ontologies to enhance knowledge sharing and execution within the domain of BPM.

The significance of knowledge workers and socialisation in the context of BPs is strongly emphasised across several studies. Lock Lee’s [58] paper underscores the necessity of deploying BPs effectively while maintaining a balance of practice. The two-cycle model, integrating process and practice with an analytic decision-making framework, emphasises the pivotal role of socialisation and communities of practice in achieving equilibrium between process and practice dynamics. Rito Silva et al.’s [59] work closely examines the challenges of collaboration in capturing end-users’ tacit knowledge in BPM. By applying the SECI knowledge management process, the study introduces Processpedia as a hybrid BPM approach, offering a means to enhance collaborative modelling without imposing an egalitarian structure. Pflanzl and Vossen [60] contribute to this theme by introducing Social BPM, which actively involves stakeholders in BPM endeavours through social software. Recognising the challenges many co-workers and stakeholders pose, the paper proposes Processpedia as a hybrid BPM approach to capture end-users’ tacit knowledge, emphasising the role of social interaction in kiBPs. Herrmann et al.’s [61] study identifies the inadequacy of current traditional BPM approaches in kiBPs, which leads to the conclusion that Adaptive Case Management (ACM) is necessary. The study explores the empowerment of knowledge workers in adapting the IT environment for efficient case handling, highlighting the need for flexibility in knowledge-intensive BPM scenarios. Hauder et al. [62] delve into non-traditional BPM scenarios, focusing on challenges in kiBPs, where user decisions necessitate adapting to the execution context in real-time. The introduction of ACM as a paradigm empowers knowledge workers to make decisions, emphasising the need to understand the challenges imposed by ACM for the evolution of the BPM field. Motahari-Nezhad and Swenson’s review [63] of trends in the case management space emphasises challenges in supporting knowledge workers adaptively and flexibly. The study underscores the importance of systems that help knowledge workers while enabling them to maintain control over their BPs. Hewelt and Weske’s work [52] addresses the shortcomings of traditional BPM in supporting processes with high variability performed by knowledge workers. Based on dynamically combining process fragments and providing operational semantics for case models, the introduction of a novel case management approach aims to overcome deficiencies in handling process variability. These studies collectively highlight the crucial role of knowledge workers and socialisation in the effective deployment and adaptation of BPs, particularly in knowledge-intensive environments. The emphasis on empowering knowledge workers, facilitating collaboration, and addressing the challenges of variability underscores the evolving research landscape in this domain.

The integration of knowledge and process management in healthcare is a critical focus in the last two studies covered in the cluster. Becker el al’s [64] paper illuminates the challenges posed by inconsistent and incomplete information in healthcare IS stemming from isolated information architectures. By applying BPM principles to medical information systems and leveraging the Health Level Seven (HL7) communication standard, the study underscores BPM’s potential in seamlessly integrating disparate IS. The research outcome emphasises the significant impact of BPM on enhancing information integration, improving patient care, and reducing costs within the healthcare domain. Gonzales el al’s [65] study contributes to this theme by introducing a methodology that facilitates computer-aided support for personalised patient treatments in healthcare processes. The methodology involves translating a time-annotated computer-interpretable guideline (CIG) model into a temporal hierarchical task network (HTN) planning domain. This approach highlights the intricacies involved in planning, visualising, and executing personalised patient treatments, providing valuable insights into the challenges and complexities specific to healthcare processes:

• The green cluster comprises 10 papers and is a rich repository offering strategic approaches, theoretical foundations, and practical tools for seamlessly integrating BPM and KM within organisational contexts.

This cluster is divided into two subgroups, each bringing unique perspectives to harmonising knowledge and processes. The first subgroup focuses on the frameworks, models, and tools for integration. Choi [66] and Jung [55] contribute significantly by delving into creating comprehensive frameworks that bridge the realms of BPM and KM. Choi addresses the indifferent acceptance of KM in knowledge-intensive enterprises, proposing a framework that harmonises KM and BPM advantages. Jung’s work introduces an architecture grounded in lifecycle perspectives, emphasising the seamless integration of BPMSs and KMSs. These frameworks serve as foundational blueprints aligning strategic visions and technological systems. Marjanovic [67,68] provides essential theoretical frameworks that holistically combine BPM and KM. His frameworks, including a reversed knowledge pyramid and a process/knowledge continuum, illuminate the intricate connections between strategy, processes, people, knowledge, and technology across diverse BPs. These theoretical foundations offer a conceptual roadmap for comprehending the symbiotic relationship between KM and BPM. Papavassiliou and Mentzas [69] and Papavassiliou et al. [70] present practical tools for integrating BPM and KM, explicitly focusing on weakly structured kiBPs. These tools facilitate modelling and proactive, context-sensitive knowledge delivery, effectively addressing challenges in strategic knowledge applications and utilising knowledge in BP execution. Karagiannis [71] introduces the Agile Modelling Method Engineering (AMME) approach, responding to the dynamic needs of conceptual modelling in agile enterprises. This paper advocates for adaptability on both content and method levels, challenging the traditional perspective of “modelling through standards.” Karagiannis’ contribution emphasises the importance of flexibility in conceptual modelling within dynamic organisational settings.

The second subgroup consists of the reviews and diagnosis papers. Maier [72] comprehensively explores implementing ICT-supported KM instruments and infrastructures. The paper reviews modelling techniques, especially in BPM and activity theory, underlining the need for adequate modelling techniques in knowledge work. This review identifies gaps and challenges in the technological aspects of KM and BPM integration. Schmid and Kern [73] conclude the selected works by thoroughly evaluating the state of knowledge and identifying research needs in integrating BPM and KM. This comprehensive examination of the literature allows for the classification of and critical discussion of existing approaches, shedding light on current deficits and areas requiring further exploration. Schmid’s paper serves as a diagnostic assessment of the existing state of knowledge, guiding future research directions. Aureli et al. [74], with their empirical approach, stands out by testing the kiBPs of creative problem-solving in leading Italian companies. Utilising survey data and employing the partial least square (PLS) method, the paper establishes positive relations between work design, training, organisational culture, and creative problem-solving outcomes. The findings underscore the importance of highlighting problem-solving processes to enhance competitiveness. This empirical study provides practical insights into the managerial aspects of integrating knowledge and processes:

• The blue cluster, consisting of eight papers, delves into BPM and KM from the technology perspective. This cluster is divided into two subgroups, each contributing unique insights to the confluence of this critical domain.

The first group of papers focuses on technological solutions. Eden et al. [75,76] critically analyses the state of research on enterprise resource planning (ERP) systems, shedding light on the role of KM in ERP implementation success. The papers explore factors influencing knowledge transfer and the mechanisms of knowledge flow within ERP systems. Furthermore, they recognise ERP systems as fertile ground for cross-disciplinary research, encompassing KM, project management, and BPM. Banaben et al. [77] introduces the Mediation Information System Engineering project (MISE 2.0), focusing on collaborative situations and interoperability among potential partners. This project employs a model-driven engineering approach, integrating KM, deployment of mediation information systems, and the management of collaborative network agility. MISE 2.0 strategically addresses business and technical aspects through BPM, service-oriented architecture (SOA), and event-driven architecture (EDA). Li et al. [78] extend the exploration to the sociotechnical perspective of ETHICS (effective technical and human implementation of computer systems) theory in the context of BPM. The study conceptualises information technologies/systems (IT/IS) proactive capability and socialisation–codification knowledge processes for achieving business transformation in the digital era. The findings underscore the pivotal role of IT/IS proactive capability in mediating the relationship between knowledge processes and enterprise digital business transformation.

The second group still focuses on IS but covers conceptual and review papers. De Bruin et al. [79] contribute by proposing a generic methodology for developing maturity models applicable across various domains. While not exclusively focused on KM and BPM, the paper outlines phases of generic model development, offering insights into creating maturity models. Illustrative examples from advanced maturity models in BPM and KM highlight the interconnectedness between competency measurement and the maturity of processes. Chatterjee et al. [80] present a novel attempt to identify critical success factors (CSFs) for adopting AI-integrated CRM systems. The study aims explicitly to enhance KM in organisations and improve BPs. Methods like brainstorming, Delphi, and interpretative structural modelling (ISM) are employed to establish interrelationships among identified CSFs. Leadership support, adequate funding, and support from functional area leads emerge as crucial CSFs, emphasising the significance of top management support in successful AI-CRM-KM integration. Rialti et al. [81] systematically analyses the literature on big data and dynamic capabilities, conducting a bibliometric analysis integrated with a literature review. The paper identifies four clusters of documents related to big data and dynamic capabilities, including BPM and big data analytics. This analysis helps systematise existing knowledge and clarify the content within each cluster. Pérez-Salazar et al. [37] built upon previous literature reviews to discuss the evolution of KM in supply chain management (SCM). The systematic literature review encompasses 210 papers, focusing on research methods, KM processes in SC business processes, and performance metrics linked with KM initiatives. The findings contribute to a deeper understanding of KM’s role in the SCM field:

• The yellow cluster, comprising seven papers, delineates its themes into three insightful subsections.

In the first subsection, the cluster defines limitations and identifies gaps in BPM and KM integration. Marjanovic [82] critically examines the constraints of workflow technology in supporting coordination within kiBPs. Arguing that coordination in such processes is inherently knowledge-intensive and resistant to full pre-definition or automation, the paper outlines requirements for IS support. It advocates a shift from emphasising process automation to focusing on IS support for decision-making. Sarnikar and Deokar [83] address the void between traditional BPMS and KMS by introducing process-based knowledge management (PKM) systems. The paper underscores the absence of design guidelines for PKM systems. It proposes a comprehensive design process based on kernel theories, explicitly aiming to link knowledge support with organisational processes in knowledge-intensive contexts.

The second subsection of the cluster offers practical processes and solutions. Adamides et al. [84] introduce a web-based information systems framework for collaborative business process modelling, recognising process modelling as a socially and knowledge-intensive endeavour. The paper details a novel construct and problem-structuring methodology applied in a real organisational setting, stimulating interaction and enhancing participant accountability. Glykas [85] emphasises the holistic integration of performance measurement indicators and tools into BPM. Critiquing existing approaches, the paper introduces the ADJUST methodology, based on business analysis ratios, offering a comprehensive performance evaluation tool that integrates qualitative and quantitative key performance indicators across organisational, human resource, and workflow management concepts. KM elements are intricately woven into job descriptions, associated with performance measures, and linked to workflow elements.

The final subsection of the cluster calls for further research and practices. Marjanovic and Seethamraju [86] shift the focus from traditional processes to knowledge-intensive, practice-oriented BPs, exploring a case study in a multi-unit organisation. The paper sheds light on the knowledge aspect of such processes and advocates for understanding kiBPs to develop new KM strategies and processes for continuous improvement. Mou et al. [87] present a perspective regarding BPs as a form of knowledge, advocating for a business knowledge reuse framework. Defining process components as units for process knowledge management and reuse, the paper emphasises the ontology of process components and their role in organisational learning and process knowledge reuse. Wolfert et al. [88] explored the agri-food sector, highlighting the need for information sharing and organised ICT in agri-food supply chain networks. The paper introduces a method for information integration, combining BPM with reference information models, service-oriented architecture, and a living lab approach. This method solves technical and organisational integration challenges within existing installed bases.

An in-depth analysis of research problems combining the problems of BPM and KM allows for the identification of the following dominant research themes in this area:

• Integration challenges in kiBPs: Across the clusters, a common theme is the exploration of challenges related to integrating knowledge and business processes, especially in knowledge-intensive environments. Papers emphasise the complexity of coordinating and automating processes that heavily rely on knowledge work. Marjanovic [82], Sarnikar and Deokar [83], and Hlupic [84] shed light on these challenges, addressing limitations in workflow technology, introducing process-based KM, and emphasising the transformation of data into practical knowledge for competitive advantage.
• Conceptual aspects of knowledge value: Several papers highlight the conceptual elements of knowledge value in the context of BPs. Hlupic [84] emphasises transforming data into knowledge, while Marjanovic [82] and Dalmaris et al. [56] explore Knowledge-Based Process Improvement, focusing on the strategic importance of expertise in achieving business benefits and improvements.
• Role of knowledge workers and socialisation: The role of knowledge workers and the importance of socialisation in the context of BPs are recurring themes. Lock Lee [58], Rito Silva [59], Pflanzl and Vossen [60], Herrmann et al. [61], Hauder et al. [62], and Motahari-Nezhad and Swenson [63] collectively underscore the significance of empowering knowledge workers, fostering collaboration, and addressing socialisation challenges for effective BPs deployment, especially in knowledge-intensive scenarios.
• Frameworks, models, and tools for integration: A prevalent theme is the development of frameworks, models, and tools to facilitate the integration of knowledge and business processes. Choi [66], Jung [55], Marjanovic [67,68], Papavassiliou and Mentzas [69], and Papavassiliou et al. [70] contribute by providing blueprints, theoretical foundations, and practical tools to harmonise BPM and KM.
• Healthcare integration challenges: The integration of BPM and KM is most often studied from the perspective of healthcare, with papers like Becker et al. [64] and Gonzales et al. [65] addressing challenges in healthcare IT, emphasising the role of BPM in information integration, and tackling complexities in planning personalised patient treatments.

These common themes collectively showcase the interdisciplinary nature of research at the intersection of KM and BPM, highlighting challenges, solutions, and the evolving landscape of this dynamic field.

4.3. The Future Research Directions Related to Business Process Management and Knowledge Management Integrating Business Process Management and Knowledge Management

The results presented in Section 4.1 and Section 4.2 allow for defining the future research agenda that could contribute to advancing knowledge and practices in this field. The agenda may cover the following:

• Investigating how dynamic knowledge processes, particularly in the context of agile enterprises, impact the effectiveness of BPM.
• Examining the role of human factors, including socialisation, collaboration, and user-centric design, in successfully integrating BPM and KM.
• Investigating the impact of AI and emerging technologies, such as machine learning and robotic process automation, on integrating BPM and KM.
• Exploring challenges and opportunities for BPM and KM integration in diverse industries, including healthcare, manufacturing, finance, and service sectors.
• Conducting longitudinal studies to assess the long-term outcomes and impacts of BPM and KM integration initiatives.
• Investigating how cultural diversity and global factors influence the implementation and success of BPM and KM integration.
• Examining the security challenges associated with integrated BPM and KM systems, including data security, access control, and intellectual property protection.
• Exploring advanced modelling techniques that facilitate a more accurate representation of kiBPs within BPMS or ACM systems.
• Investigating user-centric design principles for BPM and KM systems, focusing on enhancing the user experience for knowledge workers.

By addressing these areas in future research endeavours, scholars can contribute to a more comprehensive understanding of the integration of BPM and KM, paving the way for innovative solutions, best practices, and advancements in theory and practice.

4.4. Results Discussion

Based on the above-presented results, the answers to the research questions can be formulated as follows:

What is the structure of research that integrates business process management and knowledge management? What are the key theoretical frameworks utilised in integrating BPM and KM?

The research structure integrating BPM and KM is characterised by an evolving interest over time, as reflected in the publication trends from 1998 to the present. The number of publications integrating both fields has grown significantly since 2005, with notable peaks in 2011, 2012, 2010, and 2015. The research is disseminated through various sources, including conference papers, journal articles, and book chapters. Key journals that contributing significantly to this field include the Business Process Management Journal and the Journal of Knowledge Management. Conferences such as the Annual Hawaii International Conference on System Sciences and the European Conference on Knowledge Management are also pivotal in disseminating research. Thematic areas include the development of frameworks for BPM and KM integration, case studies on implementation in various industries, and exploring technologies like AI and decision support systems to enhance BPM and KM. Several theoretical frameworks are pivotal in the integration of BPM and KM:

• Knowledge-Based Process Improvement (KBPI) framework, which focuses on leveraging knowledge to improve business processes, particularly in knowledge-intensive environments.
• Maturity Models (MM), which assess the integration level of KM practices within BPM, helping organisations to benchmark and improve their processes.
• Ontology-based frameworks such as SABUMO utilise structured knowledge representations to enhance process management and decision-making.
• Adaptive Case Management (ACM), which supports dynamic and knowledge-intensive business processes, allowing for greater flexibility and responsiveness.

What are the dynamics and the most important research activities integrating business process management and knowledge management concepts? How have these dynamics evolved over the past two decades?

BPM and KM integration research dynamics have evolved significantly over the past two decades. Initial interest began in 1998, with significant growth post-2005. The research activities primarily focus on the integration of knowledge management systems (KMS) with business process management systems (BPMS), leveraging advanced technologies like artificial intelligence (AI), decision support systems (DSS), and IT integration. Key themes include the role of knowledge workers, social BPM, and the application of BPM principles in healthcare and other industries.

Over the past two decades, BPM and KM integration dynamics have evolved from theoretical explorations to practical implementations in various industries. We can define three stages:

• Early 2000s—with a focus on theoretical frameworks and conceptual models.
• Mid-2000s to early 2010s—with increased emphasis on case studies and practical implementations and growing interest in technology-enabled BPM and KM.
• Mid-2010 to now: integration of AI, machine learning, and advanced analytics in BPM and KM, along with the development of adaptive and flexible process management systems.

What future research directions relate to business process management and knowledge management integration? What are the emerging technologies influencing future research directions in BPM and KM integration?

Future research directions in BPM and KM integration include the following:

• Exploring deeper integration of AI and machine learning to enhance predictive capabilities and process automation.
• Developing more sophisticated decision support systems that seamlessly integrate BPM and KM.
• Investigating the potential of blockchain for secure and transparent process management and knowledge sharing.
• Leveraging the Internet of Things (IoT) and Industry 4.0 technologies to create more interconnected and intelligent BPM and KM systems.

Emerging technologies that are shaping the above-listed future research directions include:

• Artificial intelligence (AI) and machine learning applied for advanced analytics, process automation, and enhanced decision-making.
• Blockchain to ensure data integrity, transparency, and secure knowledge transactions.
• Internet of Things (IoT) facilitating real-time data collection and process optimisation in BPM.
• Augmented Reality (AR) and Virtual Reality (VR) both enhance training and knowledge dissemination in business processes.
• Big data analytics leveraging large datasets to uncover insights and drive process improvements.
• Robotic process automation (RPA) automating repetitive tasks to allow knowledge workers to focus on higher-value activities

5. Conclusions

In conclusion, integrating business process management (BPM) and knowledge management (KM) represents a crucial intersection within information science and technology. This integration poses a significant challenge within the dynamic landscape of organisational optimisation and innovation. The complexity of this challenge is heightened in the context of Industry 4.0 and the impending Industry 5.0 era, where rapid technological advancements and innovations continuously reshape traditional business paradigms. This article thoroughly examined research dimensions in BPM and KM, aiming to uncover prevalent topics and anticipate emerging trends at the intersection of these disciplines. By employing bibliographic analysis, 359 publications from the Scopus database were scrutinised. Techniques such as performance analysis and scientific mapping, facilitated by MS Excel and VOSviewer applications, were instrumental in extracting insightful patterns. Furthermore, an in-depth analysis of 37 selected publications, identified through bibliographic coupling analysis, provided a nuanced understanding of key research trends and outcomes. Amidst these investigations, the study revealed a notable gap in scholarly discourse, particularly when considering the implications of Industry 4.0 and 5.0. This gap is reflected in limited research outcomes and a marginal impact on decision-making processes in the face of rapidly advancing technological landscapes. In light of these findings, there is an urgent call for heightened dedication to research in this domain. The future research agenda recommendations underscore the need to catch up with current technological shifts and proactively contribute to shaping the future of organisational management practices in an increasingly digital and innovative era.

5.1. Research and Practice Implications

The research findings have profound implications for both research and practice. The identified clusters offer a nuanced understanding of the intricate relationships between key concepts, shedding light on the evolving landscape of BPM and KM integration.

From a research standpoint, the outcomes of this study contribute significantly to several dimensions. The clustering of keywords exposes five distinct thematic areas within the BPM and KM integration field, providing a structured framework to comprehend the present state of research and discern key research directions. Bibliographic coupling analysis reveals four distinct clusters within the research front, visually representing cohesive thematic groupings. This approach aids in understanding the influence and significance of specific publications within the broader research landscape. The research underscores challenges and opportunities inherent in integrating BPM and KM, such as variations in BPs, knowledge intensity, socialisation in BPM, and the pivotal role of knowledge workers. These challenges serve as a roadmap for researchers, guiding them to address gaps and contribute to formulating effective integration strategies. Taking a technology-centric perspective, the study delves into the technological aspects of BPM and KM, providing insights into the role of technologies like BPMS and ERP systems, information systems engineering, and the sociotechnical perspective in achieving business transformation. This underscores the significance of technology-driven solutions in the integration process. Additionally, the study identifies frameworks, models, and tools for integration, offering theoretical foundations and practical approaches for aligning KM with BPM. This collection is valuable for researchers seeking to develop comprehensive frameworks and models for effective integration.

From a business practice standpoint, this study is a valuable resource for managers and decision-makers, offering strategic guidance on integrating BPM and KM within organisational contexts. The thematic explorations provide actionable insights for organisations aiming to optimise the synergy between KM and BPM. Identifying frameworks, models, and tools is a practical guide for organisations intending to implement BPM and KM integration. These frameworks offer practical blueprints, aligning strategic visions with information systems (IS). The study’s emphasis on technological solutions, including ERP systems and sociotechnical perspectives, delivers practical insights for organisations leveraging technology to enhance BPM and KM integration, especially in digital transformation. The study guides practitioners in understanding potential challenges by exploring limitations and identifying gaps in BPM and KM integration. The overview of practical processes and solutions contributes to overcoming these challenges in real-world organisational settings. The holistic integration of performance measurement indicators, introducing methodologies like ADJUST for comprehensive performance evaluation, aids practitioners in measuring the effectiveness of BPM and KM integration initiatives.

In summary, the above research implications guide scholars toward promising avenues for future exploration. Simultaneously, the practice implications offer actionable insights for organisations seeking to implement and optimise BPM and KM integration strategies. Recognising the essential interplay of technological advancements, theoretical frameworks, and practical tools becomes imperative for achieving synergies between knowledge and business processes in contemporary organisational settings.

5.2. Limitations

While this article provides valuable insights into the integration of BPM and KM, it is essential to acknowledge certain limitations inherent in the scope and methodology of the research. The primary limitation lies in the exclusive reliance on the SCOPUS database to retrieve relevant literature. Although this choice aligns with the chosen methods, techniques, and analytical tools, future research should consider expanding the scope by incorporating other databases such as Web of Science (WOS), Proquest, or EMBAS. Diversifying the database sources can offer a more comprehensive overview of the research landscape and enrich the analysis with broader perspectives and contributions.

Another limitation arises from the selection criteria based on language, where only English-language publications were included in the analysis. Recognising the potential wealth of valuable publications in other languages, the authors acknowledge the need for a more inclusive approach. To address this limitation, future research endeavours could benefit from forming international research teams with linguistic competencies covering a diverse set of languages, including, for example, the five most widely spoken languages globally.

Despite these limitations, the findings presented in this article contribute valuable insights to the existing body of knowledge on BPM and KM integration. Acknowledging these constraints opens avenues for future research to address and overcome these limitations, refining our understanding of the intricate relationship between BPM and KM.