How is process management applied in service organizations? Do service providers apply process management practices differently to manufacturers? Does firm size play a role? The brand new paper “Process Management Practices: Organizational (Dis-)Similarities” by D. Weitlaner and M. Kohlbacher, published in the The Service Industries Journal a few days ago, addresses these questions. The study empirically explores the adoption of BPM practices contingent upon different industry affiliations and firm sizes. The summarized findings are as follows:
Process management in service organizations vs. manufacturing companies:
The findings indicate that manufacturers are more process-oriented than service providers. In particular, manufacturing companies are more likely to apply continuous process improvement methods, to have a stronger management commitment toward process orientation, to have process owners on site, and to perform process performance measurement. In particular, the greatest difference between service providers and manufacturers is found in the process performance measurement practice. No significant difference is found in the context of process-supportive corporate culture as well as process documentation.
Process management in small vs. large organizations:
Large companies are more process-oriented than small ones. More specifically, they are more likely to apply continuous process improvement methods, to have a stronger management commitment toward the process view, to have implemented the process owner role, to measure process performance, and to exhibit a higher level of process documentation. However, process-supportive corporate culture seems to be independent from firm size.