{"id":472,"date":"2011-01-25T09:14:03","date_gmt":"2011-01-25T07:14:03","guid":{"rendered":"http:\/\/www.processorientation.com\/?p=472"},"modified":"2011-01-25T15:44:18","modified_gmt":"2011-01-25T13:44:18","slug":"survey-on-process-management-aspects-of-corporate-culture","status":"publish","type":"post","link":"http:\/\/www.processorientation.com\/?p=472","title":{"rendered":"Survey on Process Management: Aspects of Corporate Culture"},"content":{"rendered":"

Process orientation is also a matter of enterprise culture. The real problems when implementing the process orientation approach are of a cultural nature (Hinterhuber, 1995). The cultural fit is an important issue since people and processes must combine to produce output (Armistead and Machin, 1997). Only a culture based on teamwork, willingness to change, customer orientation, personal accountability, and a cooperative leadership style goes hand in hand with the process approach (Hammer, 2007). This article discusses the results related to corporate culture of the process management survey<\/a>. Survey details (research design, sample, etc.) can be found here<\/a>.<\/p>\n

A process-oriented organization needs a culture which values teamwork, since business processes cutting across functions must be operated by people in a team (Hammer, 2007). Most of the surveyed firms state that teamwork is a matter of course in their organization. The item \u201cTeamwork (also between different departments) can be taken for granted in the organization\u201d<\/em> was rated by the firms in the sample as follows:<\/p>\n