Organizational Culture, Process Management and Maturity of the Process: An Empirical Study of the Process Status in Peru

Abstract

Business process management (BPM) is considered a source of improvement for business efficiency and effectiveness, although its correct implementation is a tough challenge to most organizations. In this line, some authors noted how certain organizational culture acts as a precursor of a successful BPM implementation. However, there is insufficient empirical research in this regard. Covering this gap is the objective of the present research. The study adopted a non-probability convenience sampling method to obtain 187 participants who are executives of Peruvian companies. Using partial least squares structural equation modelling (PLS-SEM) for the data analysis, we found that oganizational culture is an antecedent that positively influences the success of a correct BPM implementation and has a direct and indirect relationship with process outcomes and maturity. We also identified which elements are most relevant to process success. Based on our findings, it is not advisable that organizations direct their efforts only to the implementation of process management practices, they should also analyse and carry out previous actions to set the right organizational culture conditions. This study shows evidence to extant traditional maturity models and consider culture as an isolated antecedent. Besides, it is the first to be developed with data from a Latin American country—Peru.

Business process management effectiveness and maturity through lean management practices: the Brazilian federal police experience

“…BPM is considered a source of improvement for business efficiency and effectiveness (Dumas et al , 2018). Even so, many organizations have difficulties in applying BPM (Škrinjar and Trkman, 2013; Saravia-Vergara et al , 2020). Their main challenge is to convert the potential benefits of the approach into real benefits (De Bruin and Rosemann, 2007).…”

“…To assess how BPM is being applied in an organization, it is necessary to verify its process maturity, that is, the level of implementation of process management practices. It may focus on whether the key processes were identified, the objectives and the process measurement indicators have been defined, the proper processes have been documented, the sufficient resources have been allocated to carry out the process, the monitoring and the measurement of indicators are carried out continuously, the processes are continually improved, and all these changes are communicated effectively in the organization (Saravia-Vergara et al , 2020).…”

The Influence of Lean Management Practices on Process Effectiveness: A Quantitative Study in a Public Institution

“…In the understanding of Seyyedamiri and Tajrobehkar (2019), the process effectiveness is a measure closely aligned to the ratio of the number of tasks that were planned in a certain period and those ones that were performed in this same period. Saravia-Vergara et al (2020) explain that to improve the effectiveness of processes it is necessary to assess the resources allocated, measurement indicators, ways of improvement and how these changes are communicated in the organization. The balance and adequacy of these elements becomes essential for the improvement of processes and its effectiveness.…”

Gestão por processos na administração pública brasileira

“…As consequências imediatas e esperadas pela adoção de uma Gestão por Processos são o aumento da eficiência organizacional e melhorias nas condições de competitividade, tornando a organização flexível e ágil (BRODBECK et al, 2016;GONÇALVES, 2000b;SARAVIA-VERGARA et al, 2020). Apesar das melhorias "prometidas" pelo modelo de gestão por processos, há carências de estudos que assegurem sua implementação no setor público brasileiro, já que este é um modelo "importado" e que não possuiu uma análise crítica das limitações de implementação neste setor.…”

“…Posto isto, a Gestão por Processos, apesar de ser considerada uma estrutura que proporciona a melhoria da eficiência organizacional, a sua implementação nas organizações passa por diversos desafios (SARAVIA-VERGARA; SANCHÍS-PEDREGOSA; ALBORT-MORANT, 2020). Poucas organizações conseguem integrar completamente os processos de negócio, mostrando que este modelo (apesar de consensualmente ser um modelo que provê resultados organizacionais) possui falhas e diversas críticas (ALIBABAE et al, 2009).…”