Rok Škrinjar

The impact of business process orientation on financial and non‐financial performance

Purpose – Extensive literature on business process management suggests that organizations could enhance their overall performance by adopting a process view of business. However, there is a lack of empirical research in this field. The purpose of this paper is to investigate the understanding of the process view and process maturity levels in a transition economy and to test the impact of process orientation maturity level on organizational performance.Design/methodology/approach – Empirical investigation combined an exploratory‐confirmatory approach using factor analysis and structural equation modeling.Findings – The investigation confirms the impact of business process orientation on organizational performance in a transition economy. The link is even stronger than in the original investigation. The results show that business process orientation leads to better non‐financial performance and indirectly to better financial performance.Practical implications – The research confirms that business process o...

A global investigation of key turning points in business process maturity

Purpose – The purpose of this paper is to report on the results of research into the precedence of the maturity factors, or key turning points in business process maturity (BPM) implementation efforts. A key turning point is a component of BPM that stabilizes within an organization and leads to the next maturity level.Design/methodology/approach – Several years of data from over 1,000 companies in the USA, Europe, China, and Brazil that have completed a BPM assessment are analyzed to identify which components of BPM stabilize, when and in what order. Different analysis methods are employed in order to identify global commonalities and differences.Findings – The paper identifies key turning points from several different perspectives using several different approaches and develops some conclusions common to all methods used in this research.Research limitations/implications – The relationship between the components (dependencies) is only suggested but not statistically analyzed. Several data sets are also o...

Adoption of Business Process Orientation Practices: Slovenian and Croatian Survey

Adoption of Business Process Orientation Practices: Slovenian and Croatian Survey Process orientation has been empirically linked to corporate performance. Several studies have shown that more process oriented companies perform better than less process oriented companies. Consequently, many researchers attempted to define what makes a company process oriented, which resulted in numerous frameworks and conceptualizations of process orientation. Based on concepts of business process orientation (BPO) the authors have developed and operationalised a concept of extended BPO to study its adoption in two countries, one EU member and one a candidate for EU membership (Slovenia and Croatia, respectively). Extensive field study has been carried out in these countries. The results of the analysis show that there are many statistically significant differences, namely companies in Slovenia have implemented process oriented practices to a higher degree than their counterparts in Croatia. The paper shows the main differences in BPO areas and practices.

The Impact of Business Process Orientation on Organizational Performance

The extensive literature on business process management suggests that organizations can enhance their overall performance by adopting a process view of business. It has been shown in previous studies that the companies which have reached higher business process maturity level consistently outperform those that have not reached them. The paper presents the results of the empirical research that confirms the impact of business process orientation on organizational performance in transition economy by using structural equation modeling. The link is even stronger than in the original investigation. Besides that more detailed specification of organizational performance that includes non-financial performance measures has been used. The results show that business process orientation leads to better non-financial performance and indirectly to better financial performance.

Organizational Performance Measures for Business Process Management: A Performance Measurement Guideline

This paper focuses on organizational performance measurement. It offers an overview of the literature on organizational performance measures, approaches and frameworks. Analysis indicates that organizational performance measurement is well recognized as an important part of the business process management literature. The purpose of this paper is to propose a performance measurement guideline. Defining an appropriate guideline helps to clarify and systemize this field, but also represents a critical step for business practitioners since it could influence the success of organizational performance measurement system development.

Process Maturity and Organizational Structure as a Framework for Performance Improvements

Business and technological change threatens organizational sustainability, which depends on a balance between change and order. Few organizations can control the forces that affect them, but they can control the way in which they deal with those forces. Organizations today face increasing pressures to integrate their processes across disparate divisions and functional units, in order to remove inefficiencies as well as to enhance manageability. Although many enterprises acknowledge the need to be quick and responsive in a global economy and market that is constantly changing, many are not adequately structured to do so. The functional/divisional organizational structure, the legacy form industrial age and one of the major agility inhibitors, is still predominant.

Improving Organizational Performance by Raising the Level of Business Process Orientation Maturity: Empirical Test and Case Study

The extensive literature on business process management suggests that organizations can enhance their overall performance by adopting a process view of business. It has been shown in previous studies that the companies which have reached higher business process maturity level consistently outperform those that have not reached them. This chapter presents the results of the empirical research that confirms the impact of business process orientation on organizational performance in transition economy by using structural equation modelling. The link is even stronger than in the original investigation. Besides that more detailed specification of organizational performance that includes non-financial performance measures has been used. The results show that business process orientation leads to better non-financial performance and indirectly to better financial performance. Because of this important finding, this chapter also presents the methodology for assessing, analyzing and enhancing process orientation using two case studies.