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The main aim of this paper is to analyse in a surveyed group of organisations the correlation between the level of BPM Maturity and the criteria characterising the nature of business processes. In the context of the transformation of organisations in the Industry 4.0/5.0 era, the key role of knowledge-intensive business processes is highlighted as an element supporting the innovation and adaptability of modern organisations. An empirical study was conducted in 33 organisations using two proprietary tools: the Business Process Nature Assessment Framework (BPNAF) and the BPM Maturity Assessment (BPM MA). The results indicate a lack of correlation between BPM Maturity and business process Unpredictability and Knowledge-intensity. At the same time, they indicate a positive correlation between BPM Maturity and the use of knowledge in increasing the efficiency and adaptability of semi-structured and unstructured business processes. This supports the call for integrating BPM and Knowledge Management (KM). The proposed integration promotes a better fit between BPM strategies and the realities of hyper-automation and digital duality. The article contributes to both the development of BPM theory and the practice of implementing process management and knowledge management in organisations with diverse business profiles.

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The Increasing Importance of Knowledge with the Growth of BPM Maturity

  • 会议论文

  • 发表日期：

    2026年

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  • Marek Szelągowski,
  • Piotr Sliż,
  • Marzena Grzesiak,
  • Marek Moszyński,
  • Karol Flisikowski,
  • Piotr Senkus

摘要

The main aim of this paper is to analyse in a surveyed group of organisations the correlation between the level of BPM Maturity and the criteria characterising the nature of business processes. In the context of the transformation of organisations in the Industry 4.0/5.0 era, the key role of knowledge-intensive business processes is highlighted as an element supporting the innovation and adaptability of modern organisations. An empirical study was conducted in 33 organisations using two proprietary tools: the Business Process Nature Assessment Framework (BPNAF) and the BPM Maturity Assessment (BPM MA). The results indicate a lack of correlation between BPM Maturity and business process Unpredictability and Knowledge-intensity. At the same time, they indicate a positive correlation between BPM Maturity and the use of knowledge in increasing the efficiency and adaptability of semi-structured and unstructured business processes. This supports the call for integrating BPM and Knowledge Management (KM). The proposed integration promotes a better fit between BPM strategies and the realities of hyper-automation and digital duality. The article contributes to both the development of BPM theory and the practice of implementing process management and knowledge management in organisations with diverse business profiles.