PurposeThe purpose of this paper is to examine the way strategic approach to business process management (BPM) impacts organizational performance, both its financial and non‐financial aspects, using empirical data from Croatian firms. The impact of strategic approach to BPM on process performance measurement (PPM) is examined as well.Design/methodology/approachA questionnaire survey was conducted on a sample of 194 manufacturing and service firms in Croatia and propositions were tested using a structural equation model with SAS software.FindingsThe results suggest that PPM practice is positively related to strategic approach to BPM. The impact of PPM on non‐financial performance has been found, as well as the impact of non‐financial performance on financial performance, thus indicating an indirect influence of PPM on financial performance.Originality/valueThe paper extends the previous research that exclusively investigated impact of BPM to organizational performance. The authors extended results of previous research and found that strategic approach to BPM is an important push factor for implementation of PPM, and that PPM is an important link between BPM and improved organizational performance.

PurposeThe purpose of this paper is to investigate the significance of Web 2.0 and social media for organizational development and adaptation to an ever‐changing business environment and its successful managing. A model is proposed based on the concepts of innovative economy, knowledge management and social media for value creation in knowledge‐based industries.Design/methodology/approachThe paper examines critical factors that influence the role of social media in organizational change and value creation in knowledge‐based industries.FindingsThe paper contributes to discussion about the increasingly important role of social media in the value added chain in knowledge‐based industries.Research limitations/implicationsSocial media are still an emerging phenomenon and further studies are required to investigate these relationships over a longer period of time.Practical implicationsThe topic is relevant for designing corporate strategies in knowledge‐based companies becoming a part of global networks. Better understanding of the impact of social media on value added could significantly enhance both the top and bottom lines.Originality/valueThe paper explores when and why the inexpensive, but increasingly wider, use of social media in knowledge‐based industries is preferred to traditional media. This paper intends to give executives practical hands‐on advice for using social media in business campaigns.

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This paper increases understanding of the concept of smart factories system and its implementation in the automotive industry in terms of addressing necessary changes in human aspect of system, namely, employees' competencies, as well as to new job profiles. A qualitative research approach was used by utilizing a case study of the automotive industry in Slovenia. For the purpose of data collection, we used a semistructured interview on a sample of experts from governmental, educational, and private automotive sectors. In order to analyse gathered data, we used the method of content analysis. Research results indicate that significant changes are essential in the transformation from traditional to a smart factory system, especially regarding organizational mindset, the architecture of system and its processes, and the inclusion of Industry 4.0 technologies at all levels. Also, results indicate changes are essential regarding future job profiles and competencies. Although there are different perceptions about future jobs and competencies needed for Industry 4.0‐induced changes, depending on the sector in which the expert is employed, there is an overall agreement that job profiles related to programming, mechatronics, robotics, data analysis, Internet of Things, design, and maintenance of smart systems, process analysis, and bionics are the new job profiles needed in smart factory systems. In addition to the high emphasis on technical skill and knowledge, soft competencies are considered important, as well as competencies of continues learning, flexibility, creativity, problem solving, critical, and analytical thinking. Our findings possess important implications for conceptualizing job profiles and competencies in smart factories systems and practical implications for managers concerned with human resource management activities. We provide an outlook to the future job profiles that are underresearched, especially in the field of smart manufacturing. As well, our paper provides insight into the importance of different competencies recognized as crucial for complete functioning and optimal performance of smart factories system. This study provides a starting point for further research regarding human resource management issues in smart factories in the automotive sector, especially related to future job profiles and employee competencies, and their role in system performance.

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