Knowledge Management & E-Learning: An International Journal (KM&EL)

www.kmel-journal.org/ojs/index.php/online-publication

for the Special Issue on

Learning, Teaching, and Disseminating Knowledge

in Business Process Management

Guest Editors:

Jürgen Moormann, Ph.D.

Professor

Head of ProcessLab

Frankfurt School of Finance & Management

Germany

Email: j.moormann@fs.de

Wasana Bandara, Ph.D.

Senior Lecturer

Faculty of Science and Technology

Queensland University of Technology (QUT)

Australia

Email: w.bandara@qut.edu.au

In recent years, Business Process Management (BPM), a set of structured methods and

technologies for managing business processes, has emerged as a powerful concept used by

organisations across all industries. Designing, measuring, improving, simulating, and

controlling business processes has become the central challenge to improve organisations´

performance and to ensure success in a highly competitive world. As a result, the need for

BPM expertise is increasing with many BPM-related roles emerging, which often requires

new sets of skills. Thus, BPM education has been raised as a perennial topic. 

The topic of BPM education has many different facets. For example, the challenges of

converting the ‘function-oriented’ organisations and its employees to process-oriented

thinkers; effectively training employees to select and use the specific methods and tools for

managing business processes within the different areas of designing, measuring, improving,

simulating, and controlling, and the overall challenges of teaching a complex multidisciplinary

domain like BPM. Furthermore, it is recognised that BPM education is not only

required for those in BPM specific roles in an organisation, but an essential requirement for

employees on all levels including top executives, supervisory board members, workers

associations, and other stakeholders – to ensure acceptance and support for improvement

initiatives. The required skill sets for BPM capabilities are very diverse and include business

skills, technical skills, and a range of soft-generic-skills such as facilitation, negotiation,

relationship, and change management, and to date there is a lack and a need for a clear body

of BPM knowledge. A further challenge is how to spread BPM-related knowledge to all

levels of an organization to ensure BPM thinking is embedded in all daily actions. Subsequently,

there are many issues awaiting to be examined, studied, and addressed. 

This special issue of the KM&EL international journal is dedicated to learning, instructing,

and disseminating knowledge in the field of BPM. In this call, we invite manuscripts that

report empirical studies (both quantitative and qualitative) of investigating issues and

challenges related to BPM education as well as the use or design of tools supporting teaching

efforts. In addition, this special issue welcomes manuscripts discussing conceptual

frameworks or theoretical constructs related to learning, teaching, and disseminating BPM

knowledge.

Recommended topics of interest include, but not limited to:

·  Strategies of learning and educating about BPM

·  What should be taught under the ‘BPM’ banner?

·  Curriculum design for BPM training in companies, government, and universities

·  Learners’ perceptions and their impact on their participation in BPM initiatives

·  Learners’ motivation in BPM initiatives

·  Strategies and tools to facilitate learning in the BPM context

·  Role of instructors, coaches, or facilitators in BPM

·  Role plays and other tools for teaching purposes in BPM projects

·  New approaches to delivering BPM education, including the use of collaborative

 tools, Web-based conferencing, and social networking

·  Best practices for incorporating advanced information technology into BPM education

·  Use of advanced technologies such as process simulation for (distance) education

 in BPM

·  Constructs and factors influencing the success of learning and educating BPM

 knowledge

·  Strategies and tools to facilitate peer interactions, collaboration, and other learning

 activities

· Setting up a BPM center of excellence to disseminate BPM know-how

· Building, managing, and sustaining knowledge on BPM

Important Dates

Submission due: 20th July, 2012

Notification of decision: 20th October, 2011

Finalization: 20th November 2012

Publication schedule: Dec 2012 (No. 4, 2012)

Submission Instructions

Manuscripts should be sent by email to one of the Guest Editors (j.moormann@fs.de or

w.bandara@qut.edu.au). 

Papers must not have been published, accepted for publication, or presently be under

consideration for publication elsewhere. A standard double-blind review process will be used

for selecting papers to be published in this special issue. Authors should follow the

instructions outlined in the KM&EL Journal Website (see URL http://www.kmeljournal.

org/ojs/index.php/online-publication/about/submissions#onlineSubmissions). 

Prof. Dr. Jürgen Moormann
Frankfurt School of Finance & Management gemeinnützige GmbH
Professor für Bankbetriebslehre und Leiter des ProcessLab
Sonnemannstraße 9-11
60314 Frankfurt am Main
Deutschland / Germany

Tel:    +49 (0) 69 154008 - 724
Fax:    +49 (0) 69 154008 - 4724

j.moormann@fs.de
www.fs.de
www.processlab.info

Geschäftsführung / Management Board: Prof. Dr. Udo Steffens, Ingolf Jungmann
Vorsitzender des Stiftungsrates / Head of Foundation Board: Prof. Dr. h.c. Klaus-Peter Müller
Registergericht / Registration Court: Amtsgericht Frankfurt am Main - HRB 82018

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