Innovation is a key element of organisational knowledge creation and can be explained as a process in which the organisation creates new knowledge to specific business problems (Nonaka, 1994). Further publications discuss the linkages among big data, analytics, experiential learning connected with executive and managerial decision-making processes in academia and practice (Liebowitz, 2014). In light of this, the increasing importance of process complexity within organisations can be seen as an on-going challenge. This implicates new ways of company specific knowledge creation. Although knowledge creation is widely discussed within KM literature, relatively little attention has been paid to business process complexity linked with process knowledge, process innovation and ways to deal with it. Business process complexity impacts process costs, process quality and process effectiveness within organisations. Business process complexity interacts with employees’ individual and detailed business process knowledge. This leads to different areas of interdependencies: firstly, the flow of business process creation between organisational procedures and employees` knowledge, secondly, how to deal with business process complexity, and thirdly, how to link employees’ business process knowledge and business process complexity for its effective application. This study applies a mainly qualitative research approach. It uses interviews for analysing complexity, and measures complexity based on process data within the billing processes at Fraport AG. Aim is to demonstrate interdependencies among complexity, processes, knowledge creation and innovation. The findings reveal significant interdependencies among tacit and explicit knowledge creation, such as business process content, complexity increase and decrease effects, complexity drivers and business process descriptions. It shows, that the increasing growth of business products requests an all-embracing treatment of KM and business processes to achieve innovative goals and to handle with process complexity.
