{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,1]],"date-time":"2026-04-01T09:46:58Z","timestamp":1775036818868,"version":"3.50.1"},"reference-count":19,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[2016,6,6]],"date-time":"2016-06-06T00:00:00Z","timestamp":1465171200000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2016,6,6]]},"abstract":"\n Purpose<\/jats:title>\n \u2013 The purpose of this paper is to present a proposal for process improvement at the Department of Social Responsibility of a Colombian process-based organization, called CAJASAN. The department has four main processes: Foni\u00f1ez (children fund), Fosfec (unemployment fund), Project Management and International Cooperation and Network Management and Alliances. The objective of this paper is to suggest an improvement in these processes through BPM application. <\/jats:p>\n <\/jats:sec>\n \n Design\/methodology\/approach<\/jats:title>\n \u2013 The authors followed the BPM method proposed by Dumas et al.<\/jats:italic> (2013) for process improvement composed by process identification; process discovery; process analysis; process redesign; process implementation and process monitoring and controlling. The authors modeled the processes by using the software Bizagi\u00ae. <\/jats:p>\n <\/jats:sec>\n \n Findings<\/jats:title>\n \u2013 The actual processes work in an independent way and with no communication. Moreover, the department experiences short-term problems solutions and process inefficiency. It was possible to suggest changes in three out of four processes. <\/jats:p>\n <\/jats:sec>\n \n Practical implications<\/jats:title>\n \u2013 Implementing BPM in non-profit organizations (NPO) addresses many of the current management challenges faced by such organizations. NPO\u2019s researchers and practitioners should take BPM as a potential way to help in professionalizing them. <\/jats:p>\n <\/jats:sec>\n \n Originality\/value<\/jats:title>\n \u2013 The authors bring an original case study about a Colombian NPO. As a process-oriented organization, the authors use BPM as a management tool to solve many challenges that the company faces nowadays.<\/jats:p>\n <\/jats:sec>","DOI":"10.1108\/bpmj-08-2015-0114","type":"journal-article","created":{"date-parts":[[2016,5,21]],"date-time":"2016-05-21T16:20:28Z","timestamp":1463847628000},"page":"634-658","source":"Crossref","is-referenced-by-count":20,"title":["Process improvement for professionalizing non-profit organizations: BPM approach"],"prefix":"10.1108","volume":"22","author":[{"given":"Carolina Resende","family":"Haddad","sequence":"first","affiliation":[]},{"given":"Diego Hernando Florez","family":"Ayala","sequence":"additional","affiliation":[]},{"given":"Mauricio","family":"Uriona Maldonado","sequence":"additional","affiliation":[]},{"given":"Fernando Ant\u00f4nio","family":"Forcellini","sequence":"additional","affiliation":[]},{"given":"\u00c1lvaro Guillermo Rojas","family":"Lezana","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2020121504242855400_b1","unstructured":"ABPMP\n (2013), \n Guide to the Business Process Management Common Body of Knowledge (BPM CBOK) 3.0\n , ABPMP Brazil, S\u00e3o Paulo, p. 453."},{"key":"key2020121504242855400_b2","doi-asserted-by":"crossref","unstructured":"Andreassen, T.A.\n , \n Breit, E.\n and \n Legard, S.\n (2014), \u201cThe making of \u2018professional amateurs\u2019 professionalizing the voluntary work of service user representatives\u201d, \n Acta Sociologica\n , Vol. 57 No. 4, pp. 325-340.","DOI":"10.1177\/0001699314552736"},{"key":"key2020121504242855400_b3","doi-asserted-by":"crossref","unstructured":"Antonucci, L.Y.\n and \n Goeke, R.J.\n (2011), \u201cIdentification of appropriate responsibilities and positions for business process management success: seeking a valid and reliable framework\u201d, \n Business Process Management Journal\n , Vol. 17 No. 1, pp. 127-146.","DOI":"10.1108\/14637151111105616"},{"key":"key2020121504242855400_b16","doi-asserted-by":"crossref","unstructured":"de Morais, R.M.\n , \n Kazan, S.\n , \n P\u00e1dua, S.I.D.\n and \n Costa, A.L.\n (2014), \u201cAn analysis of BPM lifecycles: from a literature review to a framework proposal\u201d, \n Business Process Management Journal\n , Vol. 20 No. 3, pp. 412-432.","DOI":"10.1108\/BPMJ-03-2013-0035"},{"key":"key2020121504242855400_b5","doi-asserted-by":"crossref","unstructured":"Diochon, M.\n and \n Anderson, A.R.\n (2009), \u201cSocial enterprise and effectiveness: a process typology\u201d, \n Social Enterprise Journal\n , Vol. 5 No. 1, pp. 7-29.","DOI":"10.1108\/17508610910956381"},{"key":"key2020121504242855400_b6","doi-asserted-by":"crossref","unstructured":"Diochon, M.\n and \n Anderson, A.R.\n (2011), \u201cAmbivalence and ambiguity in social enterprise; narratives about values in reconciling purpose and practices\u201d, \n International Entrepreneurship and Management Journal\n , Vol. 7 No. 1, pp. 93-109.","DOI":"10.1007\/s11365-010-0161-0"},{"key":"key2020121504242855400_b7","unstructured":"Dumas, M.\n , \n La Rosa, M.\n , \n Mendling, J.\n and \n Reijers, H.A.\n (2013), \n Fundamentals of Business Process Management\n , Springer, New York, NY, p. 350."},{"key":"key2020121504242855400_b8","doi-asserted-by":"crossref","unstructured":"Helmig, B.\n , \n Jegers, M.\n and \n Lapsley, I.\n (2004), \u201cChallenges in managing nonprofit organizations: a research overview\u201d, \n Voluntas: International Journal of Voluntary and Nonprofit Organizations\n , Vol. 15 No. 2, pp. 101-116.","DOI":"10.1023\/B:VOLU.0000033176.34018.75"},{"key":"key2020121504242855400_b9","doi-asserted-by":"crossref","unstructured":"Hwang, H.\n and \n Powell, W.W.\n (2009), \u201cThe rationalization of charity: the influences of professionalism in the nonprofit sector\u201d, \n Administrative Science Quarterly\n , Vol. 54 No. 2, pp. 268-298.","DOI":"10.2189\/asqu.2009.54.2.268"},{"key":"key2020121504242855400_b10","doi-asserted-by":"crossref","unstructured":"Irvine, H.\n (2011), \u201cFrom go to woe: how a not-for-profit managed the change to accrual accounting\u201d, \n Accounting, Auditing & Accountability Journal\n , Vol. 24 No. 7, pp. 824-847.","DOI":"10.1108\/09513571111161611"},{"key":"key2020121504242855400_b11","doi-asserted-by":"crossref","unstructured":"Ko, R.K.\n , \n Lee, S.S.\n and \n Wah Lee, E.\n (2009), \u201cBusiness process management (BPM) standards: a survey\u201d, \n Business Process Management Journal\n , Vol. 15 No. 5, pp. 744-791.","DOI":"10.1108\/14637150910987937"},{"key":"key2020121504242855400_b12","doi-asserted-by":"crossref","unstructured":"Kohlbacher, M.\n (2010), \u201cThe effects of process orientation: a literature review\u201d, \n Business Process Management Journal\n , Vol. 16 No. 1, pp. 135-152.","DOI":"10.1108\/14637151011017985"},{"key":"key2020121504242855400_b13","doi-asserted-by":"crossref","unstructured":"Kohlbacher, M.\n and \n Reijers, H.A.\n (2013), \u201cThe effects of process-oriented organizational design on firm performance\u201d, \n Business Process Management Journal\n , Vol. 19 No. 2, pp. 245-262.","DOI":"10.1108\/14637151311308303"},{"key":"key2020121504242855400_b14","doi-asserted-by":"crossref","unstructured":"Kujansivu, P.\n and \n L\u00f6nnqvist, A.\n (2008), \u201cBusiness process management as a tool for intellectual capital management\u201d, \n Knowledge and Process Management\n , Vol. 15 No. 3, pp. 159-169.","DOI":"10.1002\/kpm.307"},{"key":"key2020121504242855400_b15","doi-asserted-by":"crossref","unstructured":"Lefroy, K.\n and \n Tsarenko, Y.\n (2014), \u201cDependence and effectiveness in the nonprofit-corporate alliance: the mediating effect of objectives achievement\u201d, \n Journal of Business Research\n , Vol. 67 No. 9, pp. 1959-1966.","DOI":"10.1016\/j.jbusres.2013.11.003"},{"key":"key2020121504242855400_b200","unstructured":"Minkoff, D.C.\n and \n Powell, W.W.\n (2006), \n Nonprofit Mission: Constancy, Responsiveness, or Deflection? 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