ABSTRACT Business process management (BPM) research emphasises three important logics – modelling (process), infrastructural alignment (infrastructure) and procedural actor (agency) logics. These logics capture the dominant ways of thinking in BPM, reflected in its assumptions, practices and values. While the three logics have proven useful in prior contexts, we argue that the applicability of these underlying assumptions in theorising BPM needs to be re-examined in the context of digital transformation. Based on an ethnographic study of BPM in a company undergoing digital transformation, we uncover tensions related to applying these prior logics that point to the need to update the underlying assumptions. Consequently, we propose new logics that we conceptualise as light touch processes (process), infrastructural flexibility (infrastructure) and mindful actors (agency). Our observations contribute to a rethinking of the dominant BPM logics by unpacking their dynamics in the context of digital transformation. Our study further highlight salient differences between digital transformation and IT-enabled organisational transformation contexts. We conclude by proposing new managerial approaches for BPM in digital transformation contexts.

中文翻译：

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数字化转型与业务流程管理的新逻辑

摘要 业务流程管理 (BPM) 研究强调三个重要逻辑——建模（流程）、基础设施对齐（infrastructure）和程序参与者（代理）逻辑。这些逻辑捕捉了 BPM 中的主导思维方式，反映在其假设、实践和价值观中。虽然这三种逻辑在先前的背景下已被证明是有用的，但我们认为，需要在数字化转型的背景下重新审视这些基本假设在 BPM 理论化中的适用性。基于对一家正在进行数字化转型的公司的 BPM 的人种学研究，我们发现了与应用这些先前逻辑相关的紧张关系，这些逻辑表明需要更新基本假设。因此，我们提出了新的逻辑，我们将其概念化为轻触过程（过程），基础设施的灵活性（基础设施）和谨慎的参与者（机构）。我们的观察通过在数字化转型的背景下解开其动态，有助于重新思考占主导地位的 BPM 逻辑。我们的研究进一步强调了数字化转型与 IT 支持的组织转型背景之间的显着差异。最后，我们提出了数字化转型环境中 BPM 的新管理方法。