Table 5 Challenges of coPM Source... | Emerald Publishing

Table 5

Challenges of coPM

Source	Challenge	Challenge category (definition)
Engel et al. (2016), Ho et al. (2009)	Define and calculate appropriate metrics	Comparison and analysis (Appropriate techniques and metrics have to be developed and applied that account for organization-specific conditions and semantics and, in turn, ensure comparability.)
Aksu et al. (2016), Azzini and Ceravolo (2013), Edgington et al. (2010), Engel et al. (2011, 2016), Partington et al. (2015), Pourmasoumi et al. (2017), Suriadi et al. (2014)	Ensure comparability and semantic alignment
Elkoumy et al. (2020a), Zeng et al. (2013)	Choose the appropriate coPM technique
Aouachria et al. (2017), Canjels et al. (2019), González and Delgado (2021), Helm and Küng (2016), Ho et al. (2009), Lamghari et al. (2020), Maruster et al. (2003), Partington et al. (2015), Suriadi et al. (2014)	Handle process size and complexity	Complexity (The increasing complexity of coPM is down to both the complex nature of the inter-organizational process itself and the fact that multiple business partners are involved. This means that knowledge is distributed, and each partner is only in charge of a subprocess. Hence, there is no central overview of the process as a whole.)
Aksu et al. (2016), Aouachria et al. (2017), Gerke et al. (2009b), Jacobi et al. (2020), Lamghari et al. (2020), Maruster et al. (2003), Morales-Sandoval et al. (2021), Rafiei and Van Der Aalst (2023), Talamo et al. (2015), van der Aalst (2011b, 2021)	Encounter distributed knowledge and control
Aouachria et al. (2017), Corradini et al. (2022), Hernandez-Resendiz et al. (2021), Partington et al. (2015), Rafiei and Van Der Aalst (2023), van der Aalst (2010), van der Aalst et al. (2012)	Merge intra-organizational process models
Aksu et al. (2016), Claes and Poels (2014), D'Iddio et al. (2016a, b), Deokar and Tao (2020), Elkoumy et al. (2020a, b), Engel et al. (2016), Hernandez-Resendiz et al. (2021), Jacobi et al. (2020), Khan et al. (2021), Liu et al. (2019), Partington et al. (2015), Rozsnyai et al. (2012), Tönnissen and Teuteberg (2019), van der Aalst (2010), van der Aalst (2011b), van der Aalst et al. (2012), Zeng et al. (2013)	Get access to distributed data	Data (The data for cross-organizational PM is usually distributed and therefore has to be collected from multiple organizations. This requires access to the data and causes further challenges in the form of varying data granularity, quality and structure. In addition, it is necessary to handle large volumes of data.)
Azzini and Ceravolo (2013), Canjels et al. (2019), Claes and Poels (2014), D'Iddio et al. (2016a, b), Edgington et al. (2010), Engel et al. (2011), Engel et al. (2012), Gerke et al. (2009a), Maruster et al. (2003), Rozsnyai et al. (2012), van der Aalst (2011a), van der Aalst et al. (2012)	Homogenize data quality
Buijs and Reijers (2014), D'Iddio et al. (2016a, b), Edgington et al. (2010), Elkoumy et al. (2020a), Engel et al. (2012), Krathu et al. (2014), Maruster et al. (2003), Rozsnyai et al. (2012), van der Aalst et al. (2012)	Handle incomplete data
Buijs and Reijers (2014), Claes and Poels (2014), Engel and Bose (2014), Ho et al. (2009), Rozsnyai et al. (2012), Suriadi et al. (2014), Talamo et al. (2013a), Tajima et al. (2023), van der Aalst (2011b), van der Aalst et al. (2012)	Resolve data granularity differences
Rozsnyai et al. (2012)	Data source changes bring back challenges
Elkoumy et al. (2020a), Lamghari et al. (2020), Rozsnyai et al. (2012), Suriadi et al. (2014), van der Aalst (2011a)	Ensure scalability with large data volumes
Buijs and Reijers (2014), Edgington et al. (2010), Ho et al. (2009)	Handle contrasting goals	Organization-individual goals (Multiple organizations are involved, each pursuing different goals. This gives rise to the challenge of revealing targeted insights that are valuable for all partners, correct and simultaneously handle local priorities.)
Engel et al. (2011), Gerke et al. (2009b), Khan et al. (2021), Liu et al. (2023b), Rafiei and Van Der Aalst (2023), van der Aalst (2010)	Reveal correct and valuable insights
Aksu et al. (2016), D'Iddio et al. (2016b), Elkoumy et al. (2020a, b), Jacobi et al. (2020), Khan et al. (2021), Lamghari et al. (2020), Liu et al. (2019), Müller et al. (2022), R'Bigui and Cho (2017), Rafiei and Van Der Aalst (2023), Talamo et al. (2013b), Talamo et al. (2013a), van der Aalst (2010, 2011b, Van Der Aalst et al. (2012)	Implement data security	Information protection (Organizations may not want to or are legally prevented from sharing information on competitive, privacy or confidentiality grounds. In addition, information has to be secured to prevent misuse.)
Aksu et al. (2016), Elkoumy et al. (2020a), Lamghari et al. (2020), Liu et al. (2019), Talamo et al. (2013a), van der Aalst (2010, 2012)	Ensure data privacy
Pourmasoumi et al. (2017), van der Aalst (2010), van der Aalst et al. (2012)	Constantly handle (concept) drift	Process-related change ((Concept) drift, referring to changes in the process or the context that occur over time and focus shift, covering a change in the focus of a supply chain process.)
Gerke et al. (2009a, b)	Resolve focus shift in supply chains

Source	Challenge	Challenge category (definition)
Engel et al. (2016), Ho et al. (2009)	Define and calculate appropriate metrics	Comparison and analysis (Appropriate techniques and metrics have to be developed and applied that account for organization-specific conditions and semantics and, in turn, ensure comparability.)
Aksu et al. (2016), Azzini and Ceravolo (2013), Edgington et al. (2010), Engel et al. (2011, 2016), Partington et al. (2015), Pourmasoumi et al. (2017), Suriadi et al. (2014)	Ensure comparability and semantic alignment
Elkoumy et al. (2020a), Zeng et al. (2013)	Choose the appropriate coPM technique
Aouachria et al. (2017), Canjels et al. (2019), González and Delgado (2021), Helm and Küng (2016), Ho et al. (2009), Lamghari et al. (2020), Maruster et al. (2003), Partington et al. (2015), Suriadi et al. (2014)	Handle process size and complexity	Complexity (The increasing complexity of coPM is down to both the complex nature of the inter-organizational process itself and the fact that multiple business partners are involved. This means that knowledge is distributed, and each partner is only in charge of a subprocess. Hence, there is no central overview of the process as a whole.)
Aksu et al. (2016), Aouachria et al. (2017), Gerke et al. (2009b), Jacobi et al. (2020), Lamghari et al. (2020), Maruster et al. (2003), Morales-Sandoval et al. (2021), Rafiei and Van Der Aalst (2023), Talamo et al. (2015), van der Aalst (2011b, 2021)	Encounter distributed knowledge and control
Aouachria et al. (2017), Corradini et al. (2022), Hernandez-Resendiz et al. (2021), Partington et al. (2015), Rafiei and Van Der Aalst (2023), van der Aalst (2010), van der Aalst et al. (2012)	Merge intra-organizational process models
Aksu et al. (2016), Claes and Poels (2014), D'Iddio et al. (2016a, b), Deokar and Tao (2020), Elkoumy et al. (2020a, b), Engel et al. (2016), Hernandez-Resendiz et al. (2021), Jacobi et al. (2020), Khan et al. (2021), Liu et al. (2019), Partington et al. (2015), Rozsnyai et al. (2012), Tönnissen and Teuteberg (2019), van der Aalst (2010), van der Aalst (2011b), van der Aalst et al. (2012), Zeng et al. (2013)	Get access to distributed data	Data (The data for cross-organizational PM is usually distributed and therefore has to be collected from multiple organizations. This requires access to the data and causes further challenges in the form of varying data granularity, quality and structure. In addition, it is necessary to handle large volumes of data.)
Azzini and Ceravolo (2013), Canjels et al. (2019), Claes and Poels (2014), D'Iddio et al. (2016a, b), Edgington et al. (2010), Engel et al. (2011), Engel et al. (2012), Gerke et al. (2009a), Maruster et al. (2003), Rozsnyai et al. (2012), van der Aalst (2011a), van der Aalst et al. (2012)	Homogenize data quality
Buijs and Reijers (2014), D'Iddio et al. (2016a, b), Edgington et al. (2010), Elkoumy et al. (2020a), Engel et al. (2012), Krathu et al. (2014), Maruster et al. (2003), Rozsnyai et al. (2012), van der Aalst et al. (2012)	Handle incomplete data
Buijs and Reijers (2014), Claes and Poels (2014), Engel and Bose (2014), Ho et al. (2009), Rozsnyai et al. (2012), Suriadi et al. (2014), Talamo et al. (2013a), Tajima et al. (2023), van der Aalst (2011b), van der Aalst et al. (2012)	Resolve data granularity differences
Rozsnyai et al. (2012)	Data source changes bring back challenges
Elkoumy et al. (2020a), Lamghari et al. (2020), Rozsnyai et al. (2012), Suriadi et al. (2014), van der Aalst (2011a)	Ensure scalability with large data volumes
Buijs and Reijers (2014), Edgington et al. (2010), Ho et al. (2009)	Handle contrasting goals	Organization-individual goals (Multiple organizations are involved, each pursuing different goals. This gives rise to the challenge of revealing targeted insights that are valuable for all partners, correct and simultaneously handle local priorities.)
Engel et al. (2011), Gerke et al. (2009b), Khan et al. (2021), Liu et al. (2023b), Rafiei and Van Der Aalst (2023), van der Aalst (2010)	Reveal correct and valuable insights
Aksu et al. (2016), D'Iddio et al. (2016b), Elkoumy et al. (2020a, b), Jacobi et al. (2020), Khan et al. (2021), Lamghari et al. (2020), Liu et al. (2019), Müller et al. (2022), R'Bigui and Cho (2017), Rafiei and Van Der Aalst (2023), Talamo et al. (2013b), Talamo et al. (2013a), van der Aalst (2010, 2011b, Van Der Aalst et al. (2012)	Implement data security	Information protection (Organizations may not want to or are legally prevented from sharing information on competitive, privacy or confidentiality grounds. In addition, information has to be secured to prevent misuse.)
Aksu et al. (2016), Elkoumy et al. (2020a), Lamghari et al. (2020), Liu et al. (2019), Talamo et al. (2013a), van der Aalst (2010, 2012)	Ensure data privacy
Pourmasoumi et al. (2017), van der Aalst (2010), van der Aalst et al. (2012)	Constantly handle (concept) drift	Process-related change ((Concept) drift, referring to changes in the process or the context that occur over time and focus shift, covering a change in the focus of a supply chain process.)
Gerke et al. (2009a, b)	Resolve focus shift in supply chains

Source(s): Table by authors