{"id":759,"date":"2013-01-26T15:48:49","date_gmt":"2013-01-26T13:48:49","guid":{"rendered":"http:\/\/www.processorientation.com\/?p=759"},"modified":"2021-01-10T22:23:59","modified_gmt":"2021-01-10T20:23:59","slug":"the-effects-of-process-oriented-organizational-design-on-firm-performance","status":"publish","type":"post","link":"http:\/\/www.processorientation.com\/?p=759","title":{"rendered":"The Effects of Process-Oriented Organizational Design on Firm Performance"},"content":{"rendered":"<p>This article briefly summarizes the study <em>\u201cThe Effects of Process-Oriented Organizational Design on Firm Performance\u201d<\/em>, by M. Kohlbacher and H. A. Reijers, which is to be published in the Business Process Management Journal.<\/p>\n<p><img loading=\"lazy\" class=\"aligncenter wp-image-1081 \" src=\"http:\/\/www.processorientation.com\/wp-content\/uploads\/Process-Management-and-Firm-Performance-1024x237.png\" alt=\"Process Management and Firm Performance\" width=\"532\" height=\"123\" srcset=\"http:\/\/www.processorientation.com\/wp-content\/uploads\/Process-Management-and-Firm-Performance-1024x237.png 1024w, http:\/\/www.processorientation.com\/wp-content\/uploads\/Process-Management-and-Firm-Performance-300x69.png 300w, http:\/\/www.processorientation.com\/wp-content\/uploads\/Process-Management-and-Firm-Performance-768x178.png 768w, http:\/\/www.processorientation.com\/wp-content\/uploads\/Process-Management-and-Firm-Performance-730x169.png 730w, http:\/\/www.processorientation.com\/wp-content\/uploads\/Process-Management-and-Firm-Performance.png 1042w\" sizes=\"(max-width: 532px) 100vw, 532px\" \/><\/p>\n<p>The study investigates which process management components (i.e. process design and documentation, management commitment towards process management, process ownership, process performance measurement, corporate culture in line with the process approach, application of continuous process improvement methodologies, and organizational structure in line with the process approach) are important for improving customer satisfaction, product quality, time-to-market speed, delivery speed, delivery reliability, and financial performance.<\/p>\n<p>The empirical findings of the study reveal that<\/p>\n<ul>\n<li><a href=\"http:\/\/www.processorientation.com\/?p=224\">process performance measurement<\/a> is important for improving product quality.<\/li>\n<li>a <a href=\"http:\/\/www.processorientation.com\/?p=283\">process-oriented organizational structure<\/a> is important for improving time-to-market speed.<\/li>\n<li>the application of <a href=\"http:\/\/www.processorientation.com\/?p=310\">continuous process improvement methods<\/a> is important for improving financial performance, and<\/li>\n<li>a <a href=\"http:\/\/www.processorientation.com\/?p=300\">culture in line with the process approach<\/a> is important for improving customer satisfaction, delivery speed, delivery reliability, and financial firm performance.<\/li>\n<\/ul>\n<p>The paper will be published in the next issue of the <a href=\"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637151311308303\/full\/html\" target=\"_blank\" rel=\"noopener\">Business Process Management Journal<\/a> (Vol. 19, No. 2, 2013).<\/p>\n<!-- AddThis Advanced Settings generic via filter on the_content --><!-- AddThis Share Buttons generic via filter on the_content -->","protected":false},"excerpt":{"rendered":"<p>This article briefly summarizes the study \u201cThe Effects of Process-Oriented Organizational Design on Firm Performance\u201d, by M. Kohlbacher and H. A. Reijers, which is to be published in the Business Process Management Journal. The study investigates which process management components (i.e. process design and documentation, management commitment towards process management, process ownership, process performance measurement, &#8230;<\/p>\n<p><a href=\"http:\/\/www.processorientation.com\/?p=759\" class=\"more-link\">Continue reading &lsquo;The Effects of Process-Oriented Organizational Design on Firm Performance&rsquo; &raquo;<\/a><!-- AddThis Advanced Settings generic via filter on get_the_excerpt --><!-- AddThis Share Buttons generic via filter on get_the_excerpt --><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_mi_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_themeisle_gutenberg_block_has_review":false},"categories":[1],"tags":[34,44,27,35,22,36,17],"_links":{"self":[{"href":"http:\/\/www.processorientation.com\/index.php?rest_route=\/wp\/v2\/posts\/759"}],"collection":[{"href":"http:\/\/www.processorientation.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/www.processorientation.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/www.processorientation.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/www.processorientation.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=759"}],"version-history":[{"count":24,"href":"http:\/\/www.processorientation.com\/index.php?rest_route=\/wp\/v2\/posts\/759\/revisions"}],"predecessor-version":[{"id":1089,"href":"http:\/\/www.processorientation.com\/index.php?rest_route=\/wp\/v2\/posts\/759\/revisions\/1089"}],"wp:attachment":[{"href":"http:\/\/www.processorientation.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=759"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/www.processorientation.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=759"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/www.processorientation.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=759"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}