Assessment of the degree of process approach implementation in Polish businesses

Abstract

Purpose -The purpose of this paper is to assess the degree of process approach implementation in the businesses studied and to identify the major motives behind the actions undertaken in the scope of reorientation towards processes. Design/methodology/approach -The paper provides a discussion on the results of empirical research conducted in the year 2015 in 100 companies by means of the CATI system. The research comprised assessment of the process approach implementation in Polish enterprises which had deployed a quality management system (QSM). Specific motives providing grounds for process approach implementation in the organisations examined were also analysed. The results thus obtained were verified with reference to previous studies conducted in the field in question; they were statistically validated and then critically analysed, all in order to draw final conclusions. Findings -It was observed that the evolution of experience of Polish entrepreneurs in the area of process management affects the growing number of organisations evaluating themselves as highly advanced in terms of process approach implementation, and at the same time, the number of companies classified as representing an intermediate level is dropping. Assessment of the extent of advancement of process approach implementation suggests that processes are measured in most businesses studied, but it also implies certain problems with process management. It was established that improvement of business credibility and deployment of the QSM were the most significant reasons motivating companies to implement the process approach. Practical implications -Individual practical aspects are associated with the barriers identified and the solutions proposed to remove them. Such recommendations may be used by persons responsible for the implementation or improvement of the process approach in an enterprise. Originality/value -The research addressed in the paper is not the first study of the process approach implementation level in Polish enterprises, but it followed the steps of other authors and the discourse they initiated. The research results provided in the paper are the most recent ones and reflect the latest trends. At the same time, the conclusions drawn may provide grounds for further scientific studies in this field.

Three-Dimensional Perspective of Organization’s Process Maturity Towards Company`s Exploration and Exploitation: A Research Study

“…This means that Polish medium-and large-sized businesses belong to the upper part of level 2, namely "process definition" (nearly 40% of respondents choose this answer). This results of process maturity is rather typical for other research, where also second level of process maturity were obtained (Bitkowska, 2013;) or third level (Gębczyńska and Bujak, 2017;Bosilij-Vukšic, Indihar-Štemberger, and Vugec, 2017). If the sample would be divided into two partsabove and below level 3then there are 13.25% of companies belonging to level 4 and 5, and 63.25% to level 1 and 2 (see Table 3).…”

Dojrzałość procesowa a wyniki organizacji

“…Wśród prekursorów współczesnych modeli dojrzałości literatura wskazuje R. L. Nolana, który w 1973 roku opublikował model wzrostu dla organizacji z sektora technologii informacyjnych (Stages of Growth Model for IT Organizations) 137 . W dalszej kolejności istotny wkład w rozwój koncepcji modeli oceny dojrzałości miał P. B. Crosby 138 .…”

Analysis of Benefits Arising From the Implementation of Management Processes in Terms of Enterprises Maturity

“…Odpowiedź na nurtujące pytanie zdeterminowana jest motywami, jakie przyświecają implementacji podejścia procesowego. Według badanych najistotniejsze przyczyny wdrożenia podejścia procesowego wiązały się z chęcią wzrostu wiarygodności firmy (tak odpowiedziało 91 respondentów) oraz koniecznością wprowadzenia systemu zarządzania jakością (87 respondentów) lub potrzebą poprawy satysfakcji klientów i spełnienia ich wymagań (87 respondentów) [Gębczyńska, Bujak 2016]. Główne motywy wdrożenia podejścia procesowego wynikają z potrzeby dostosowania się przedsiębiorstwa do zewnętrznych wymagań rynku, klientów, kooperantów.…”