Purpose -The survival and growth of organizations presently depend on managing processes and capabilities to effectively use large volumes of data from different sources to assist organizations' strategic and operational goals. This paper aims to test the relationship between organizational analytical capabilities (OAC), the performance results in organizational resilience (OR) and the business process management maturity (BPMM).Design/methodology/approach -Based on a survey of companies operating in the state of Espírito Santo, Brazil, a conceptual model was proposed and tested using the partial least squares algorithm.Findings -The results confirm the proposed theoretical hypotheses that OAC and BPMM positively impact OR. In addition, the results show that OAC exert a moderating effect on the relationship between BPMM and OR.Practical implications -It is understood that stimulating the practice of data and information analysis in the organizational routine translates into a relevant managerial behavior, as this attitude leverages the knowledge development and understanding about how to manage unexpected risk events, enabling companies to assess their ability to react to disruptions, even in terms of operational failures.

resumoO objetivo do presente artigo é compreender a configuração da gestão da Polícia Militar do Espírito Santo (PMES) no tocante as suas relações com o modelo burocrático e a sua transformação na direção de elementos da lógica da gestão empresarial. Para alcançá-lo inicialmente se discute a história das organizações policiais militares no Brasil (Demoner, 1985;Carvalho, 2005). Em seguida analisa-se o modelo burocrático (Weber, 1978) da gestão pública tradicional e sua transformação para o modelo com lógica empresarial (Bresser-Pereira, 1999), para estudar as relações entre esses modelos no contexto da PMES. Para a coleta de dados foram realizadas 11 entrevistas semiestruturadas com ex-comandantes gerais da organização, além de pesquisa documental. Os dados foram tratados por meio da análise de conteúdo (Bardin, 2006). O resultado obtido aponta que a PMES -diante do culto às tradições e modos próprios -vem mudando muito lentamente a forma de enfrentar as novas demandas sociais, a despeito da transição histórica ocorrida na sociedade brasileira. Observou-se forte presença de características burocráticas desde o regime militar, incluindo nesse caso muitas de suas disfunções que têm convivido com algumas características da lógica da gestão empresarial. Conclui-se que os obstáculos para a instituição de ferramentas da gestão empresarial na PMES estão presentes tanto em tradições que remontam ao regime militar brasileiro de 1964 quanto em limitações da própria administração em relação a demandas contemporâneas específicas sobre uma instituição como a PMES.

PurposeIn the current business context, there is a current need to adopt contemporary practices of process management as a competitive advantage to leverage organizational results. This study aims to explore such relationships, considering the performance results in the organizational resilience (OR) dimension.Design/methodology/approachThe authors collected 82 valid responses from a survey targeted at professionals occupying positions or functions in the operations area. For data analysis, the authors used the technique of structural equation modeling (SEM) using the partial least squares (PLS) algorithm.FindingsThe results show that maturity in the management of business processes positively influences the behavior of OR, with the highest level of maturity primarily being responsible for this impact. This result reveals that resilience naturally depends on mature and well-established processes in the organizational structure. The proposed model explained 78.5% of OR.Practical implicationsCompanies that maintain mature management of their business processes will be better able to positively influence OR since process management can make organizations less fragile supply chains and more adaptable to changes.Originality/valueThe findings helped clarify the extent to which process management influences the results of OR. Although the literature indicates that maturity in business processes is formed by five first-order constructs, only the “innovated” dimension proved to be significant in the present study.