Developing organizational resilience from business process management maturity

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<p>Business process is an essential aspect of a company and must be managed continuously using Business Process Management (BPM). To support BPM implementation, many researchers have developed maturity models that can measure the existing implementation and provide improvement roadmaps to a company. However, most of the maturity model research have not taken SMEs’ context into consideration in developing the maturity model even though they have distinct characteristics than large companies. The maturity model that is specifically designed or applied in SME context is scarce and underdeveloped despite the importance of SMEs to developing countries such as Indonesia. This research aims to explore the development of BPM maturity research in SMEs and analyze its research focus and purpose of use, using a systematic literature review method. Based on the result, the research on BPM maturity in SMEs is limited, with only 14 articles since 2005. The number of articles has decreased in the last five years. Most of those articles focused on applying the maturity model in a real-life context and mostly served a descriptive purpose only, thus unable to provide improvement roadmaps for companies. Therefore, further studies should explore this research topic by developing a maturity model of BPM specifically designed for SMEs with a prescriptive purpose of use.</p>

Information System is one of the key domain in which lot of research has been done in the past few years. Applying Information systems to heterogeneous and distributed environments is one of the current research areas. Business Process Management Systems is the information systems which deal with the administration of tasks in the business processes, organizational structures, or in the related context. The Workflow Management system, the early idea of BPM, controls the workflow in an organization, data transfer, and integration of legacy information systems with existing programs and program modules, delegation of business tasks. Offering task management services especially modeling of business processes and underlying organizations, BPM serves it meaning and incorporates the WFM system. BPM supporting the use of knowledge concerning the awareness/unawareness of integrated software, and analysis of processes and organizational structure in terms of verification, modification, evaluation are key management in BPM system I.INTRODUCTION TO BPM: Combination of corporate restructuring and mergers urged the department and processes to be automated and linked together. Unfortunately it created largely disconnected spaghetti of systems and applications. Business Process Management (BPM) was born from a strong need to streamline internal processes and connections between both internal and external functions. It provides ability to model, monitor, manage and manipulate processes quickly in response to changes in strategy and market forces. BPM is an extension of classical Work Flow Management (WFM) systems and approaches. BPM delivers the maximum utility of legacy system. It is a method for revolutionizing the way the work moves throughout an organization. II.COMPONENTS OF BPM: The four key elements in Business Process Management are: Process modeling, Process rule, Process management, and Process performance analytics. Process modeling: Process modeling describes the flow of information (business process).It helps in building a model of process and mapping into an implementation frame work. Modeling requires a consistent analysis and representation of the processes. It forms the basis for the userspecific process environment. Process Rule: Process Rule is a heart of the BPM. It involves execution of discrete steps & integration of information. A process rules engine is used for this purpose. The engine is to monitor and manage the given steps by providing a flow control over the business process. If a process fails or delayed, a compensated action can be done to rectify. Process Management: Process Management is to correlate business/application events to fundamental business metrics .It enables the organization to monitor and optimize the business process. Once the process has been analyzed, modeled and the associated rules are formed. The next stage involves the visualization and management. Visualization means transaction data ranging from holistic to process-state or client state specific rules. Process Performance Analytics: Process Performance Analytics is a transition data source available for sophisticated management analytics .This data should be available on a retrospective or real-time basis. It should answer to one of the most difficult question like “how much does it cost to process a specific transaction?” By this way BPM mainly addresses four components. They are Work Flow Management, Content and records management Enterprise Application Integration (EAI) and Business Activity monitoring (BAM). III.RELEVENCE TO SYSTEM INTEGRATION: BPM can be fitted easily on the top of existing IT system. It is the Process rules that governs all the happenings and optimizes the process. BPM will not be able to work without the connectivity provided by the EAI layer. EAI layer provides BPM to gain and measure the value from the investment. On the other hand, BPM provides value to the EAI technology layer of Information technology. BPM layer offers business management the view of the message processing layer. It is used to unlock the value of the information held in the integration layer. It is also used to gather data of every transaction in the lifecycle. IV.APPLICATION OF BPM: BPM can be applied to any application which needs these advantages. BPM reduces unnecessary high losses in time critical transactions, helps to provide any critical information, practical application yield fast ROI ,better control over the information, identifying and maximizing the benefits faster, better analysis and tracking, provides enterprise-wide visibility of business processes, improve the effectiveness of the core operations, provides ability to coordinate interactions between information systems, business process and the people, flexible and easily changed by non-technical business people.

Enterprises in today’s networked economy face numerous information management challenges, both from a process management perspective as well as a decision support perspective. While there have been significant relevant advances in the areas of business process management as well as decision sciences, several open research issues exist. In this paper, we highlight the following key challenges. First, current process modeling and management techniques lack in providing a seamless integration of decision models and tools in existing business processes, which is critical to achieve organizational objectives. Second, given the dynamic nature of business processes in networked enterprises, process management approaches that enable organizations to react to business process changes in an agile manner are required. Third, current state-of-the-art decision model management techniques are not particularly amenable to distributed settings in networked enterprises, which limits the sharing and reuse of models in different contexts, including their utility within managing business processes. In this paper, we present a framework for decision-enabled dynamic process management that addresses these challenges. The framework builds on computational formalisms, including the structured modeling paradigm for representing decision models, and hierarchical task networks from the artificial intelligence (AI) planning area for process modeling. Within the framework, interleaved process planning (modeling), execution and monitoring for dynamic process management throughout the process lifecycle is proposed. A service-oriented architecture combined with advances from the semantic Web field for model management support within business processes is proposed.

A literatura aponta que a integração entre Gestão de Conhecimento (GC) e os Processos de Negócios promove e facilita a realização dos objetivos e estratégias da organização, uma vez que as atividades do gerenciamento de processos fornecem a oportunidade de priorizar algumas práticas de GC. O presente estudo teve por objetivo analisar o nível de maturidade em Gestão de Processos de Negócios (BPM) de uma organização pública, sob a perspectiva da GC. Para tanto, aplicou-se a metodologia de Ongena e Ravesteyn (2019) para avaliação da relação entre maturidade em BPM e desempenho organizacional, no Instituto Federal Catarinense (IFC). Na sequência, utilizou-se o modelo GCiBPM (Sena, 2015) para relacionar os resultados da avaliação com as fases da GC. A análise dos resultados apontou que a abordagem da GC pode contribuir para a melhoria da eficiência e eficácia dos processos do IFC, potencializando o uso deste recurso e o alinhamento estratégico dos processos para obtenção de melhores resultados.

Nurse leaders play a unique role in seeking ways to promote a strong nurse workforce and positive work attitudes and behaviors among nurses to assist in their success. The leadership practice of nurse managers could be an important factor in promoting nurses' organizational resilience and job involvement. To determine the relationship between transformational leadership practices of first-line nurse managers and nurses' organizational resilience and job involvement. A descriptive correlational research design was conducted at a Saudi university hospital. The study consisted of 60 nurse managers and 211 nurses. Measures included Leadership Practices Inventory, organizational resilience, and job involvement questionnaires. Results were analyzed using inferential statistics and Structural Equation Modeling. In addition to the positive significant correlation found among the studied variables, First-Line Nurse Managers' Leadership practices accounted for 43% and 40% of the variance of nurses' organizational resilience and job involvement. Nurse leaders perform a crucial role in embracing and executing effective strategies through their transformational leadership and managerial caring to support nurses' resilience and job involvement. Shared governance and a respectful working atmosphere that conveys gratitude to nurses are popular strategies that enhance the efficacy of nursing leadership and promote positive work attitudes among nurses.

This study examines how technology-organization-environment (TOE) readiness (TR), ambidextrous organization (AO), and organizational resilience (OR) influence innovation performance (IP) and competitive advantage (CA) in small and medium-sized enterprises (SMEs), focusing on craft-based firms operating in dynamic and uncertain environments. A quantitative research design was chosen to collect survey data from 200 Indonesian craft-based SME owners and managers. Structural equation modelling (SEM) was employed to analyze the data and examine both direct and indirect relationships among the proposed constructs. The findings demonstrate that TR, AO, and OR each have a significant positive effect on IP. In turn, IP has a strong positive effect on CA, highlighting its key role in converting organizational capabilities into market success as well as a complementary mediating mechanism linking TR, AO, and OR to competitive outcomes. The novel contribution of this study is the empirical integration of TR with internal dynamic capabilities, namely AO and OR, in a single structural model that explains how SMEs transform innovation-related capabilities into CA. This integrative perspective contributes to the literature on SME innovation and offers practical implications for managers and policymakers seeking to strengthen innovation-driven competitiveness and long-term sustainability amid turbulent environmental conditions in emerging market contexts.

In recent period, business process management (BPM) has been increasingly a matter of interest for numerous authors as well as numerous organizations, due to the understanding of business processes as the core part of every organization. Significant efforts have been put into researching and implementing BPM within organizations. This paper's goal is to present the current state of BPM maturity and usage of social BPM within the companies operating in Croatia and Slovenia by analysing data collected by the PROSPER research group through questionnaires. Moreover, organizational culture is included in the analysis as well. Results indicate higher BPM maturity level and higher usage of social BPM within Slovenian companies than within Croatian ones and some other differences regarding dominant organizational cultures have also been found.

In an era characterized by rapid changes and uncertainty, organizational resilience emerges as a critical factor for the survival and prosperity of businesses. Confronted with a progressively volatile and unpredictable organizational landscape, an organization’s capacity to swiftly and effectively address challenges and adapt to changes becomes indispensable. This paper investigates the role of strategic human resource management (SHRM) practices and organizational culture (OC) in enhancing organizational resilience (OR). The research employed a questionnaire distributed to 501 employees within public institutions, with data analysis conducted using structural equation modeling. The study assesses the direct effects of SHRM practices on organizational resilience while also investigating the mediating effects of organizational culture on the relationship between these practices and resilience. The primary findings highlight both the direct and indirect impacts of SHRM practices on organizational resilience. The study underscores the importance of adopting an integrated approach, wherein SHRM practices and organizational culture are strategically aligned to bolster organizational resilience and secure sustainable success in a dynamic and turbulent organizational landscape.

PurposeThis study aims to investigate the impact of environmental scanning on organizational resilience through the mediation of organizational learning and innovation based on organizational information processing theory (OIPT) within Egyptian small and medium enterprises (SMEs) during the COVID-19 pandemic.Design/methodology/approachThis study adopted a cross-sectional design to collect the data used to carry out mediation analysis. A self-administered questionnaire was used to collect data from a sample consisting of 249 Egyptian SMEs. The smart partial least square structural equation modeling (PLS-SEM) technique was adopted to test the hypotheses.FindingsEnvironmental scanning does not have a direct effect on organizational resilience. However, organizational learning and innovation fully mediate the relationship between environmental scanning and organizational resilience.Research limitations/implicationsThe sample size was small, covering only Egyptian manufacturing SMEs. The results may differ in the service sector and other countries. The study was cross-sectional which is limited to tracing the long-term effects of environmental scanning, organizational learning and innovation on organizational resilience. Accordingly, a longitudinal study may be undertaken.Practical implicationsManagers in Egyptian SMEs should use signals from environmental scanning activities as input for learning and transforming business processes through innovation to develop organizational resilience.Originality/valueThis study is the first to investigate the role of environmental scanning in building organizational resilience through organizational learning and innovation based on the perspective of OIPT within Egyptian SMEs during the COVID-19 crisis.

This study investigates the evolutionary mechanism through which digital technology empowers organizational resilience and enhances firm performance in the context of Chinese small and medium-sized enterprises (SMEs). Against the backdrop of increasing environmental uncertainty and digital transformation, a structural equation model was constructed to examine the relationships among digital technology capability, organizational resilience and firm performance in the context of Chinese small and medium-sized enterprises (SMEs). relationships among digital technology capability, organizational resilience, and firm performance. Data were collected via a structured questionnaire survey from 300 SMEs. Data were collected via a structured questionnaire survey from 300 SMEs across multiple regions and industries. The empirical analysis reveals that digital technology capability significantly enhances organizational resilience, organizational performance, and firm performance. The empirical analysis reveals that digital technology capability significantly enhances organizational resilience, and resilience, in turn, has a strong positive impact on firm performance. Moreover, organizational resilience fully mediates the relationship between digital technology and performance, suggesting that the effectiveness of digital transformation is realized primarily through the development of digital technology. Moreover, organizational resilience fully mediates the relationship between digital technology and performance, suggesting that the effectiveness of digital transformation is realized primarily through the development of resilient organizational capabilities. These findings provide theoretical support and practical guidance for SMEs to build adaptive, responsive, and high-performance systems in the era of digital economy

<b>Research background and purpose</b>: Efficient management of business processes is crucial for operational excellence and customer satisfaction. Organizations employ Business Process Management techniques to design, monitor, optimize and automate these processes effectively. This paper explores the elements that ensure the smooth functioning of business operations and drive organizational success, and is focused on the determinants of business process effectiveness. Based on a literature review, this study aims to examine the role of knowledge transfer and integration, business process efficiency and business process modelling in shaping business process effectiveness. <b>Design/methodology/approach:</b> Data collected from polish 300 managers and specialists using the CAWI method was analysed using structural equation modelling. <b>Findings:</b> The study provides evidence of the direct influence of business process efficiency on business process effectiveness. The study's findings also reveal the direct impact of business process modelling, as well as knowledge transfer and integration, on business process efficiency. It is surprising that the influence of business process modelling, and knowledge transfer and integration on the effectiveness of business processes is not recognized. <b>Value added and limitations:</b> The contribution of this study is to highlight the importance of business process modelling (as a major factor), as well as knowledge transfer and integration, in business process effectiveness, and the importance of business process efficiency in shaping business process effectiveness. The study is subject to certain limitations, among which are: the use of a single-respondent approach, conducting the survey among managers from different sectors (the specifics of the business can have a significant impact on shaping the constructs we study), conducting the study at a specific point in time, which creates challenges in accurately assessing the effectiveness of business processes.

Purpose This study aims to explore the relationship between resilient leadership and organizational resilience in Ugandan healthcare systems, focusing on the mediating role of nurses’ well-being. Given the high-stress nature of healthcare, fostering organizational resilience through effective leadership and nurses’ well-being is crucial for sustaining quality service delivery. Design/methodology/approach A quantitative survey was conducted with 209 nurses across various healthcare facilities in Uganda. Data analysis was performed using the partial least squares (PLS) approach to examine the direct and mediating relationships between resilient leadership, nurses’ well-being and organizational resilience. Findings The results reveal that nurse well-being significantly mediates the relationship between resilient leadership and organizational resilience. This suggests that resilient leadership positively influences nurses’ well-being, which in turn enhances the overall resilience of healthcare organizations. Practical implications The study highlights the importance of integrating well-being initiatives into leadership strategies to strengthen healthcare institutions. Healthcare leaders should prioritize nurses’ well-being as a core component of resilience-building efforts. In addition, policymakers should support the implementation of well-being programs and leadership development initiatives to enhance organizational sustainability in healthcare. Originality/value This study contributes to the growing body of knowledge on resilience in healthcare by providing empirical evidence on the mediating role of nurses’ well-being. It underscores the significance of employee-centered leadership in fostering organizational resilience, particularly in resource-constrained healthcare systems.

Information technology capabilities and organizational ambidexterity facilitating organizational resilience and firm performance of SMEs

This research examines the influence of spirituality in the workplace and transformational leadership, organizational resilience. This research also tests transformational leadership as a mediating variable on the influence of workplace spirituality on organizational resilience. This research uses a survey questionnaire. The research sample was determined based on the table of Krejcie et al. (1970), namely if the population is 100 then the sample is 80. The research sample consisted of 80 educators and education staff from Catholic high schools in the city of Surabaya. This research uses partial least squares structural equation modeling (PLS-SEM) to test the hypothesis. The findings of this research are that there is a significant relationship between workplace spirituality and organizational resilience, both directly and indirectly mediated by transformational leadership. This research has practical implications for school principals and school administrators to realize the benefits of spirituality and transformational leadership in building organizational resilience in schools. Further research is still needed to examine the influence of workplace spirituality and transformational leadership on organizational resilience in schools to provide new insights into the role of workplace spirituality and transformational leadership in building school organizational resilience.