separately. The main contribution of this paper is to provide
a deeper understanding of ‘‘How’’ and ‘‘Why’’ BPM
and SCC interrelate to drive collaborative advantage and
organisational performance. Also, the results from the case
studies provide in-depth views that BPM contributes
directly and indirectly to the improvement in organisational
performance. A matrix is proposed based on a literature
review to capture the different situations exhibited within
SCs, considering internal and external development, and
different types of relationships between BPM and SCC are
identified within the configurations being distinguished.