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Digital transformation is no longer a passing managerial trend – it is now recognized as a core imperative for organizations striving to maintain relevance and competitiveness in increasingly volatile, uncertain, complex and ambiguous (VUCA) environments. Fueled by the rapid advancement and convergence of technologies such as artificial intelligence (AI), robotic process automation (RPA), blockchain, the Internet of Things (IoT), cloud computing and big data analytics, digital transformation is not merely about technology deployment but about fundamentally rethinking how organizations operate, innovate and deliver value. As recent studies have emphasized (e.g. Bresciani et al., 2021; Huarng et al., 2021; Bargoni et al., 2024; Butt et al., 2024; Joel et al., 2024; Lykourentzou et al., 2025), digital transformation involves not only technical reengineering but also the strategic renewal of business models, organizational culture and process architectures.In this context, Business Process Management (BPM) is undergoing a major evolution. Historically grounded in principles of standardization, efficiency, and control, BPM now faces the challenge of embracing flexibility, agility and innovation. Scholars, such as Bresciani et al. (2023), Farace and Tarabella (2024), Liu et al. (2024) and Hafeez et al. (2025), have argued that traditional BPM models must be extended and enriched to account for the dynamic capabilities required to navigate in digital environments. This includes the ability to co-evolve with emerging technologies, orchestrate complex stakeholder ecosystems and enable real-time, data-driven decision-making across distributed and automated processes.Recognizing this shift, the special issue “Business Process Management in the Digital Transformation Era” was conceived to explore how BPM as a field of research is responding to – and helping to shape – the challenges and opportunities of digital transformation. The Call for Papers invited contributions that critically examine the intersection of BPM and digital innovation, with the aim of advancing theoretical, empirical and methodological understanding.The response to the Call for Papers was enthusiastic and global. Submissions came from a wide range of disciplinary backgrounds, geographic regions and methodological perspectives. After a rigorous peer-review process (144 manuscripts have been submitted), 12 papers were selected that reflect the richness, diversity and theoretical depth of current BPM research in the digital age. These papers are not only academically sound but also provide valuable insights for practitioners grappling with the strategic and operational implications of digital transformation.The twelve selected papers for this special issue reflect the diversity and richness of current research at the intersection of BPM and digital transformation. While the studies vary in scope, method and empirical setting, four overarching thematic clusters emerge: (1) new frameworks and measurement tools to guide digital transformation; (2) organizational and cognitive implications of artificial intelligence adoption; (3) sector-specific and applied uses of digital technologies and (4) the link between digital innovation, BPM and sustainable business practices.The remainder of this editorial is structured around these four themes, through which we connect and synthesize the key findings of the accepted articles, drawing attention to their implications for BPM theory and practice in the digital era.First, it is important to emphasize the need to develop new frameworks and measurement tools to guide digital transformation in a rapidly evolving technological landscape. As organizations embrace peer-to-peer models, sustainable strategies and new digital business logics, the need arises to systematically map and assess these shifts. Contributions in this area introduced dynamic models of change, explored how business process maturity influences digital success and underscored the role of knowledge flows and IT capabilities in enabling long-term transformation. Together, these studies provide foundational perspectives on how to conceptualize and structure digital evolution in a world where business models, organizational architectures and technological infrastructures are increasingly intertwined.In their conceptual contribution, Apostolidis et al. (2025) propose a novel framework for sustainable digital transformation in the peer-to-peer (P2P) economy. Drawing on Lewin’s change theory, they introduce a dynamic four-phase model (i.e., initiating, transforming, repositioning and sustaining) emphasizing the dual role of algorithmic and organizational trust in supporting long-term value creation through technologies such as NFTs and blockchain. Closely aligned with this, Saqib et al. (2025) develop and validate a Digital Business Model Innovation (DBMI) scale for small and medium-sized enterprises (SMEs). Their empirical study identifies seven dimensions – ranging from value proposition innovation to technological innovation – establishing a rigorous measurement tool that addresses the growing need to quantify digital maturity in evolving business models. The link between BPM maturity and digital maturity is explored empirically by Biernikowicz et al. (2025), who analyze 188 organizations in Poland. Their study shows that high levels of BPM maturity predict greater success in digital transformation, particularly in areas such as change management and strategic integration – supporting the idea that BPM is a foundational enabler of digital evolution. At a broader strategic level, Al Halbusi et al. (2025) investigate how knowledge management and absorptive capacity – mediated by IT capabilities – foster corporate sustainable development in the Gulf region. Their study reinforces the role of digital knowledge flows and strategic foresight in building long-term organizational resilience.Second, the call spotlighted the organizational and cognitive implications of artificial intelligence adoption. As AI systems become embedded in business decision-making, for example, in risk management and customer interactions, they introduce new tensions between automation and human oversight, trust and skepticism, efficiency and empathy. The articles in this stream examined how firms navigate the adoption of AI in banking, healthcare, advertising and strategic planning – shedding light on the barriers, enablers and hybrid forms of intelligence that emerge. This thematic area reminds us that AI is not merely a technical tool but a deeply organizational phenomenon that reshapes the logic of how work is done and decisions are made. The concept is central in the study by Malik et al. (2025), who explore the adoption of artificial intelligence in credit risk scoring in the banking sector. Using a fuzzy analytic hierarchy process, they identify and prioritize 22 sub-barriers across 6 dimensions, concluding that organizational and environmental challenges weigh more heavily than purely technological or economic ones. Their findings contribute meaningfully to both AI adoption strategies and risk governance. Service innovation through AI is examined by Sestino et al. (2025), who focus on chatbots in healthcare settings. Their study shows that chatbot communication style (“tone of voice”) and users’ personal traits significantly affect perceived competence and empathy – highlighting the need for emotionally intelligent AI in sensitive service domains. The influence of AI on organizational decision-making is further explored by Bevilacqua et al. (2025), who apply upper echelons theory to examine how top management teams (TMTs) are integrating AI into strategic processes. Their findings reveal the emergence of hybrid decision environments, where human and machine intelligence coexist, raising crucial questions about ethics, governance and sustainable competitive advantage. In the marketing domain, Sallaku et al. (2025) investigate consumer reactions to AI-generated advertising content compared to human-created messages. While no significant differences emerge in terms of emotional responses using the PAD model, trust in AI is shown to significantly affect perception, offering implications for digital branding strategies.Third, the call invited contributions focused on sector-specific and applied uses of digital technologies, especially in SMEs and traditional industries. Digital servitization in manufacturing, fintech adoption among smaller enterprises and consumer engagement through QR code systems demonstrate how innovation unfolds in context-dependent ways. These studies highlight the importance of internal vision, user perception, income-based digital access and product traceability in shaping adoption trajectories. They collectively illustrate how digital transformation must be understood not only as a technological challenge but also as a nuanced process embedded in local practices, market constraints and cultural values. In the manufacturing sector, Minaya et al. (2025) introduce SYNCHRO, a framework to support digital servitization in SMEs. Their action research illustrates how manufacturing firms can self-orchestrate digital transitions in line with Industry 4.0, even without strong external interventions – emphasizing autonomy, vision and internal capabilities. Customer experience and digital traceability are the focus of Rai et al. (2025), who examine how QR code systems in the Italian EVOO sector influence consumer behavior. Anchored in means-end chain theory, their findings show that digital touchpoints enhance trust, engagement and ultimately loyalty – bridging the gap between heritage-based products and smart technologies. Khan et al. (2025) investigate how income levels influence fintech adoption among Chinese SMEs. Using fuzzy-set Qualitative Comparative Analysis (fsQCA), the authors identify that perceived usefulness, financial literacy, trust and risk perception are critical adoption drivers across all income groups.Fourth, the call addressed the broader link between digital innovation, BPM and sustainable business practices. As firms across the EU and beyond seek to modernize, the alignment between process efficiency, IT capabilities and long-term sustainability becomes a strategic imperative. The last contribution explored how digital investments, innovation policies and human capital development shape the effectiveness of BPM transformation efforts. In this direction, Stankevičienė et al. (2025) explore how digital innovation enhances BPM and drives sustainable investment in EU firms. Results show that IT adoption, innovation activities and financial support significantly improve process efficiency and sustainability. Human capital and research systems have mixed impacts.The 12 contributions to this special issue offer an integrated and multifaceted view of BPM in the digital transformation era. Taken together, they provide robust empirical evidence, innovative frameworks and actionable insights that reflect the diversity of challenges and opportunities organizations face as they navigate this rapidly evolving landscape.Several key implications emerge from these papers. First, the integration of AI and algorithmic tools into BPM is not only reshaping operational efficiency but also augmenting strategic decision-making and customer interaction. Second, digital transformation demands more than technology: it requires rethinking business models, trust architectures and process configurations, as demonstrated by the studies on digital business model innovation and sustainable transformation. Third, the human and organizational dimension is central – digital success depends on leadership, communication, readiness and cultural alignment. Fourth, decision-making under digital complexity benefits greatly from structured, multi-criteria analytical methods. Finally, sectoral insights from public services, healthcare, education and multinational corporations remind us that context matters – and that BPM solutions must be adaptive, inclusive and grounded in practice.This special issue thus contributes to bridging the gap between BPM theory and practice in the digital age. It encourages scholars to develop interdisciplinary, empirically grounded and methodologically rigorous research. It also invites practitioners to engage with academic insights that can inform more strategic, resilient and sustainable approaches to business process transformation.We are deeply grateful to the authors for their excellent contributions, to the reviewers for their constructive feedback and to the BPMJ editorial team for their continued support. We hope that this collection of work will serve as a foundation for future explorations of digital BPM and inspire researchers and practitioners alike to continue pushing the boundaries of the discipline.
Bresciani et al. (Tue,) studied this question.