DIGITAL PLATFORMS, SMART CONTRACTS, AND BLOCKCHAIN TECHNOLOGIES AS TOOLS FOR TRANSFORMING BUSINESS PROCESS REENGINEERING

Abstract

This paper provides a theoretical analysis of key digital instruments ‒ digital platforms, smart contracts, and blockchain technologies ‒ and examines their influence on the transformation of business process reengineering. The study argues that the diffusion of these instruments changes not only the technological toolkit of organizations, but also the underlying logic of process design, coordination, and control. In particular, digital platforms are shown to reshape the architecture of process management by shifting BPR from incremental improvements of isolated operations toward the redesign of end-to-end value creation chains grounded in standardized interaction rules and data-driven decision-making. In this setting, platforms function as an organizing infrastructure that supports process integration, harmonizes interfaces between actors, and enables consistent governance of cross-functional workflows. The paper further conceptualizes smart contracts as a mechanism of algorithmic control that formalizes the execution of rules and increases the predictability of coordination between process participants. By translating selected procedural conditions into executable logic, smart contracts can reduce reliance on manual supervision and shorten decision cycles in transactional interactions. At the same time, the analysis highlights the importance of defining the boundaries of smart-contract applicability, given the variability of real-world processes, the presence of exceptions, and the need for managerial discretion in ambiguous situations. In addition, the role of blockchain technologies is demonstrated in ensuring transaction transparency and the immutability of records as a foundation for auditability and trust formation among process participants. From a managerial perspective, these properties strengthen accountability and support the verification of execution outcomes across organizational boundaries. Finally, the paper systematizes the key challenges of implementing these digital instruments in BPR practice. Special attention is paid to the problems of aligning digital solutions with existing process models and information systems, integrating heterogeneous infrastructures, establishing data governance and responsibility frameworks, and managing organizational change. The practical significance of the results lies in developing a conceptual basis for selecting appropriate mechanisms of digital support for business process reengineering, as well as in outlining directions for further applied research focused on implementation conditions, performance assessment, and risk-aware process governance.