PurposeBusiness process management (BPM) and lean management (LM) are both recognized for improving organizational performance through continuous improvement, yet their similarities and differences have been poorly discussed so far. This paper aims to find their main differences and similarities using a systematic method for literature review.Design/methodology/approachThe paper uses a structured literature review known as SYSMAP (Scientometric and sYStematic yielding MApping Process). The method integrates bibliometrics and content analysis procedures to perform in-depth analysis of the literature at hand.FindingsBoth methodologies seek continuous improvement with focus on the customer and process standardization, but they are divergent mainly in relation to the flow they intend to improve. The impossibility of implementing both methodologies in an effective way was also observed, mainly due to the differences they present in relation to how to achieve the continuous improvement cycle.Research limitations/implicationsAs any other literature reviews, the major limitation is to have omitted relevant literature even though all available procedures have been used to avoid this situation.Practical implicationsThis paper offers a novel perspective from the practitioner side. LM may be better used in human-intensive process improvement whereas BPM in technology-intensive ones. Such characteristics open up new opportunities for practitioners aiming at integrating both approaches.Originality/valueThis is the first paper that systematically analyses the body of literature of BPM and LM with the means to better understand their similarities and differences.

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