Skip to main navigation menu Skip to main content Skip to site footer

Correlation between changes of business processes and organizational performances



The main aim of this study was to determine whether a higher level of business process and process orientation lead to improved organizational performances.  The companies observed for the research were subjected to rigorous statistical analysis and processing, in order to justify the model presented in the paper. The observed companies employ more than 250 employees and do the business in the Republic of Croatia whose economy is in transition. The research presented in this paper sets a model that statistically confirms strong and significant impact of business processes and process organization on financial and non-financial performances.  It has been proven that process organization has a significant indirect impact on financial operations through non-financial performances.


Business processes, organizational performance, financial and non-financial performance



  1. Baron, R.M., & Kenny, D.A. (1986). The Moderator-Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic and Statistical Considerations. Journal of Personality and Social Psychology. 51(6), 1173-1182.
  2. Beer, M., Nohria, N. (2000). Breaking the Code of Change. Boston: Harvard Business School Press.
  3. Brocke, J.V., & Rosemann, M. (2010). Handbook on Business Process Management 2: Strategic Alignment, Governance, People and Culture. Berlin: Springer.
  4. Buble, M., et al. (2010). Impact of organizational variables on the success of the program of improving business processes. Split: Faculty of Economics Split.
  5. Buble, M. (2006). Management. Split: Faculty of Economics Split.
  6. Buble, M., et al. (2005). Strategic Management. Zagreb: Sinergija.
  7. Burne, B.(2009). Managing Change a Strategic Approach, 5th ed. London: Prentice Hall FT.
  8. Carnall, C. (2007). Managing Change in Organizations, Fifth Edition. London: Prentice Hall FT.
  9. Chaffey, D., & Wood, S. (2005). Business Information Management: Improving Performance Using Information Systems. Upper Saddle River, NJ: Prentice-Hall.
  10. Drucker, P. (1997). People and Performance: The Best of Peter Drucker on Management. London and NewYork: Routledge.
  11. Enos, D.D. (2007). Performance Improvement-second edition, Auerbach Publications. New York: Taylor & Francis Group.
  12. Hernaus, T., Pejić Bach, M., & Bosilj Vukšić, V. (2012). Influence of strategic approach to BPM on financial and non-financial performance. Baltic Journal of Management. 7(4), 376-398.
  13. Jeston, J., & Nelis, J. (2006). Business Process Management. Great Britain: Elsevier Ltd.
  14. Kihn, L.A. (2010). Performance outcomes in empirical management accounting research: recent developments and implications for future research. International Journal of Productivity and Performance Management. 59(5), 468-492.
  15. Kohlbacher, M., & Gruenwald, S. (2011). Process orientation: conceptualization and measurement. Business Process Management Journal. 17(2), 267-283.
  16. Luecke, R. (2003). Managing Change in Transition. Boston: Harvard Business School Publishing.
  17. McCormack, K.P., & Johnson, W.C. (2001). Business Process Orientation-Gaining the E-Business Competitive Advantage. Florida: St. Lucie Press.
  18. MacKinnon, D.P. (2008). Introduction to statistical mediation analysis. Lawrence Erlbaum Associates, New York: Taylor&Francis Group.
  19. Melao, N., Pidd, M. (2008). Business processes: four perspectives. In: V. Grover, M.L. Markus (eds.), Business Process Transformation, Advances in Management Information Systems (pp. 41-67). New York: M.E. Sharpe.
  20. Ndede-Amadi, A.A. (2004). What strategic alignment, process redesign, enterprise resource planning, and e-commerce have in common: enterprise-wide computing. Business Process Management Journal. 10(2), pp.184-199.
  21. Parmenter, D. (2010). Performance Indicators-Developing, implementing and Using. New Jersey: John Wiley & Sons Inc.
  22. Silverman, L. (2000). Using Real Time Strategic Change for Strategy Implementation. The Quality Management Forum. 26(4), 123-140.
  23. Sisek, B., & Režek, M., (2007). Attitudes of Croatian Managers on the Impact of the Stakeholder Approach To Business Results. Business Excellence. 1(1), 69-81.
  24. Spanyi, A., (2005). Strategy and BPM. In: S. Towers, M. McGregor (eds.), In Search of BPM Excellence (pp. 41-51). Tampa: Meghan-Kiffer Press.
  25. Szwarc, P. (2005). Researching Customer Satisfaction & Loyality. London:.MRS.
  26. Škrinjar, R., Bosilj Vukšić,V., & Indihar Štemberger, M. (2008). The impact of business process orientation on financial and non-financial performance. Business Process Management Journal. 14(5), 738-754.
  27. Škrinjar, R., & Trkman, P. (2013). Increasing process orientation with business process management: Critical practices. International Journal of Information Management. 33(1), 48-60
  28. Trkman, P. (2010). The critical success factors of business process management. International Journal of Information Management. 30(2), 125-134.


Download data is not yet available.

Similar Articles

11-20 of 174

You may also start an advanced similarity search for this article.