This dissertation answers the research question which basically suitable approaches and which necessary information technologies are to be considered for the management of business processes in large amounts (Mass Business Process Management, MBPM) in service companies. It could be shown that for the execution of mass processes a special approach that uses methods of the manufacturing industry is necessary. The research aim to develop an MBPM approach for service companies was accomplished by using the Design Science Research approach and is explained in this dissertation in consecutive steps. For the development of the MBPM approach a longitudinal indepth case study was conducted with a business process outsourcing provider to gain insights from his approach. Outsourcing providers have to produce their services in a very efficient and effective way, otherwise they will not be able to offer their products at favorable conditions. It was shown that the factory-oriented approach of the out-sourcing service provider in the observation period of ten years was suitable to execute mass processes of highest quality, at constantly decreasing prices with less and less people. The assumed need for research concerning MBPM was verified on the basis of an extensive literature research based on the Journal Rating VHB-Jourqual and other literature sources. As many approaches for the introduction of BPM were found, a selection of BPM approaches was analyzed to gain further insights for the development of the MBPM approach. Based on the analysis and the comparison of the different BPM approaches as well as the comparison with the approach of the process outsourcing provider it was found, that BPM and MBPM differ in many aspects. MBPM has a strong operational focus and needs intensive IT support. The operative focus mainly shows in the operative control of processes and people as well as in the corresponding high demands on process transparency. With detailed monitoring and fine grained process measurements as well as timely reporting this process transparency is achieved. Information technology is needed for example to conduct process monitoring timely but also to give internal as well as external stakeholders the desired overview of the current workload and of the invoicing of services. Contrary to the approach of the process outsourcing provider it could also been shown, that change management can influence the implementation, the continuous operation and the constant change associated with MBPM in a positive way.