The PhD research investigates how conventional Business Process Management (BPM) adapts to Digital Process Innovation (DPI) through a three-staged, mixed-method research design. Project 1 conducts a systematic literature review (SLR) to identify key challenges linked to BPM capabilities and organizational tensions in DPI contexts. It proposes a dual-path adaptation framework based on capability reconfiguration and tension resolution mechanisms. Project 2 builds on these insights by employing a multiple-case study design for comparing Chinese and Western European organizations. It investigates how organizations reconfigure their BPM capabilities and manage tensions to innovate their business processes, for uncovering distinct adaptation trajectories shaped by regional institutional logics. Project 3 adopts a quantitative approach using structural equation modeling (SEM) to statistically validate the proposed “tension–capability–adaptation” model. This study contributes to the theoretical understanding of dynamic BPM adaptation by integrating capability theory and paradox theory, while offering practical insights for organizations navigating DPI. By comparing institutional contexts, it focuses on how digital maturity, cultural norms, and governance structures can help shape BPM adaptation strategies in different regions.