APPLICATION OF CASE MANAGEMENT TOOLS IN BUSINESS PROCESS
MANAGEMENT IN THE CONTEXT OF UKRAINE'S INTEGRATION INTO THE EU

Andriy KRUHLYANKO

Chernivtsi Institute of Trade and Economic of SUTE, Chernivtsi

https://orcid.org/0000-0002-4939-2901

DOI: http://doi.org/10.34025/2310-8185-2026-1.101.02

Keywords: case management; business process management (BPM); adaptive case management (ACM); European integration; resilience; digital transformation; knowledge workers.

Summary

The modern processes of Ukraine's integration into the European economic and legal space necessitate a radical restructuring of business management systems. Traditional Business Process Management (BPM) approaches, based on rigid algorithms and linear sequences (BPMN), demonstrate limited efficiency under high market volatility, dynamic regulatory changes, and an increasing share of knowledge-intensive work. Adapting to EU standards requires high flexibility and digitalization. Therefore, the concept of adaptive case management (ACM) becomes increasingly vital.

This study aims to provide a theoretical and methodological justification and develop practical recommendations for applying ACM tools to transform business process management in Ukrainian enterprises. This ensures organizational resilience, institutional convergence with EU standards, and enhanced competitiveness. The research employs a systematic approach to analyze the institutional and technological environment. A comparative analysis differentiates traditional process management from case management (BPMN versus CMMN and DMN) based on the object of management, process nature, and modeling approaches. Furthermore, a matrix method evaluates structural barriers and implementation precedents across sectors. The study proves that transitioning to adaptive case management, which uses declarative notations and focuses on data-centric goal orientation, is critical for ensuring fundamental organizational resilience (resilience by-design). The analysis of Ukraine's institutional environment reveals a significant sectoral imbalance. The public sector demonstrates successful precedents of electronic case management implementation (e-Justice systems, eCase in anti-corruption infrastructure, and social services), whereas scaling this progressive experience to small and medium-sized enterprises (SMEs) is severely hindered by innovation financing deficits, regulatory fragmentation, and organizational resistance. Overcoming these barriers requires the synergy of case management with agile methodologies (Agile, Lean) and the accelerated implementation of Industry 4.0 technologies. The proposed strategic vectors allow Ukrainian companies to adapt to the Deep and Comprehensive Free Trade Area (DCFTA) requirements faster and more cost-effectively, facilitating direct integration into global value chains. Future studies should focus on hybridizing decision-making systems by integrating artificial intelligence algorithms into case management. This enables predictive risk analytics and reduces the cognitive load on knowledge workers without depriving them of control over final decisions. Finally, it is vital to evolve modeling notations for complex business ecosystems and develop applied metrics to assess business model resilience during the design phase.

Biographies of authors:

Andriy KRUHLYANKO,

Chernivtsi Institute of Trade and Economic of SUTE

Candidate of Economic Sciences, Associate Professor,

Associate Professor Department of Management, Marketing and Logistics

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