Purpose -Process management has been around for a long time, but unlike that of many other management trends, the interest in process management has remained high. The starting point for the study was the idea that the lack of well-established conceptual models and definitions of process management play a role in the challenge and difficulty facing organizations when trying to manage their processes on a strategic level. The purpose of the study was to explore whether there really are some existing widespread and common models and definitions for process management in the literature? The aim of this paper is to describe and explore the findings from the study. Design/methodology/approach -A structured literature review is used to identify contemporary models and definitions for process management. Findings -There are several descriptions and definitions of process management presented in the literature, but none that seems to be really widespread and well-established. However, the analysis indicate two different movements: process management for single process improvement; and process management for system management. The results from the literature review are summarized in an aggregated model of existing descriptions of process management. The varying purposes of working with process management demonstrate a diverse need for both movements. Still, the focus of a majority of the identified tools and approaches for process management is to contribute to the more mechanistic movement, the first, of systematically improving single processes. Originality/value -The paper provides a literature review, the identification of two different movements within process management and presents an aggregated model of existing descriptions of process management. Implications of the findings on process management in organizations are discussed and further research suggested.

Purpose -Process management is becoming an essential part of contemporary organizations in all industries. However, many organizations experience problems during the implementation of a process management approach. The purpose of this paper is to explore and describe the organizational implications when implementing process management, how to handle the relationship between the functional organization and a process perspective, and the roles of managers, teams, and individuals. Design/methodology/approach -A multiple-case study approach is used to get an extensive picture of and analyze how three Swedish organizations have worked with process management. Findings -The studied organizations have introduced a process management structure into their functional organizational structure, including the introduction of new management positions such as process owners and process leaders. A discourse is identified in earlier research between those arguing for a full transformation from a functionally oriented to a fully process-oriented organizational structure, and those promoting a more moderate transformation where a process management structure is "matrixed onto" the existing organization. The analysis could be interpreted as supporting the second line of reasoning, where the functional and process structures co-exist in the organization, creating a constructive dynamic. Originality/value -The paper provides two major contributions. First, the empirical descriptions and analysis of implementing process management contribute to the knowledge and understanding among both practitioners and researchers. The second major contribution is the identified need of co-existence of a process and functional perspective, and the implication that complexity is created rather than reduced in organizations.

Purpose -The purpose of this paper is to explore the concept of complex adaptive systems (CAS) from the perspective of managing organizations, to describe and explore the management principles in a case study of an organization with unconventional ways of management and to present a tentative model for managing organizations as CAS -system management. There is a need for the development of knowledge, metaphors and language for management of the new forms of organizing, for example, value networks, which are evolving as a response to the increased demand for efficiency, flexibility and innovation. Design/methodology/approach -The frame of reference is based on a literature review of the area of CAS and an inductive and interactive approach is used to identify the management principles in the case study. Findings -A classification of the components of a CAS is suggested and described as properties of, and approaches for, managing CAS. The identified management principles in the case study are: a clearly formulated mission, delegation of responsibility and authority, diversity and competition, and follow-up and feedback. As a result of analyzing the frame of reference and the case study, a tentative, conceptual model for managing organizations as CAS -system management -is presented including; metaphor, components and approaches. Originality/value -The case study contributes to the empirical body of knowledge of organizing and management. The tentative model is a contribution to the ongoing discussion about managing organizations as CAS.Keywords Adaptive systems theory, Network synthesis, Chaos theory, Complexity theory, Case studies, Metaphors Paper type Research paper 1. Introduction -challenges for the organizations of this century During the twentieth century the development of production technology fundamentally influenced the society and the logic of business and organizations. In a similar way, the shift to the twenty-first century has been dominated by the development of information technology, affecting the way we communicate and the conditions for organizations, business and the production of goods and services. The consequences of the development of information technology include: increased interconnectedness, transparency, empowerment of individuals, speed of transactions, and decreased cost of information. These trends require organizations that can combine efficiency with flexibility and innovation (Cohen, 1999;Hamel, 2007;Sandberg and Targama, 2007).To respond to the demand for flexibility organization forms are emerging that are assembled at short notice, for a limited period of time and a limited purpose, and then disbanded (Cohen, 1999). Products and services are produced in new constellations, in networks of actors. The ability to use both external and internal resources to solve tasks has become more common. Organizations are increasingly involved in these

Purpose-The purpose of this paper is to describe how Agria Animal Insurance Sweden (Agria) has organised its quality-related work through a sustained and systematic focus on basic elements of quality management such as value focused leadership, employee involvement, process management and control, customer focus, and continuous improvement. Design/methodology/approach-The study has been based on interviews, document studies and action research. It is a single case study design with limited intentions of generalisation. Findings-The analysis shows that the top management at Agria has been a strong driving force that has effectively united leaders at all levels as agents of change. Additional success factors have been the deployment of basic values, the "five always", and the value focused leadership. Further on the company has succeeded in creating a cultural basis and structures for systematic work with improvements. Practical implications-A way to address corporate culture in order to open up for a climate of micro improvements of practice within present routines is illustrated in this paper. Originality/value-Agria could be considered an example for others to study and get inspired by when working with quality-related issues.