Integration of business process management and lean management: from literature review to framework proposal

Purpose This paper aims to develop a conceptual framework for the integration of Business Process Management (BPM) and Lean Management (LM) that overcomes the limitations of existing integration models and supports dynamic, organization-wide continuous improvement. Specifically, the study seeks to explain how core Lean concepts shape and condition BPM constructs across organizational levels, moving beyond isolated, tool-based interventions. Design/methodology/approach The study adopts a theory-building approach grounded in a systematic synthesis of existing BPM–LM integration frameworks and models. Prior integration efforts are analyzed to identify their key features, structural and methodological parallels and unresolved gaps. This research follows the PRISMA protocol for the review of existing literature. Scopus and Web of Science indexing databases were searched for studies proposing a BPM–LM integration framework or model with explicit concepts and phases. Descriptive or essay-type studies were excluded. The final sample includes 13 studies, which were comparatively analyzed, focusing on lifecycle structure, organizational level, integration directionality and key integration dimensions. Findings The analysis shows that existing integration efforts remain problem-oriented, process-level and tool-based, lacking mechanisms for scaling improvements across the organization. In response, the paper proposes a conceptual framework in which Lean enterprise culture, employee involvement, waste elimination and flow orientation and operational problem-solving capability shape core BPM constructs such as strategic process alignment, process transparency and shared understanding and process measurement and improvement. The resulting framework enables an organization-wide capability-building management system. Research limitations/implications The study is subject to publication selection bias and the possibility that potentially valuable sources are omitted. In addition, the conceptual framework has not yet been empirically validated. Originality/value To the best of the authors’ knowledge, this paper offers the first comprehensive comparison of BPM and LM integration frameworks and models available in the literature. Moreover, the study advances integration by moving beyond tool-level or problem-oriented toward organization-wide initiatives, thereby clarifying how LM shapes BPM across the entire lifecycle. The framework provides both theoretical advancement and practical guidance for organizations seeking to align process governance with a culture of continuous improvement.