Purpose The paper investigates differences in the success of business process management (BPM) initiatives and their connection with organizational culture. The purpose of this paper is to identify propositions on characteristics of BPM initiative that are favorable for its success according to dominant organizational culture. Therefore, the authors’ aim was to identify connections of organizational commitment to BPM and dimensions of business process orientation (BPO) with dominant organizational culture. Design/methodology/approach As a research design, the authors used a questionnaire to collect data on the BPM adoption practices of organizations in Austria, Croatia and Slovenia with more than 50 employees. BPM adoption was measured with BPO and organizational culture with Competing Values Framework (CVF). Non-parametric tests have been applied for the analysis. On this survey data, the authors conducted statistical tests to identify those factors that discriminate successful from unsuccessful BPM initiatives. Findings The study revealed empirical insights about characteristics of successful BPM initiatives in different organizational cultures. There are several statistically significant differences with respect to the success of BPM adoption. The chance of success appears to be higher: when the BPM initiative is rolled out in the entire organization if the organization has Clan, Market or Hierarchy culture; when the BPM is run on a continuous basis in Hierarchy culture and repeatedly in Adhocracy culture; when a top-down approach is used in organizations with Market or Hierarchy dominant culture; when the BPM initiative has a strategic role and formal responsibilities are defined in Clan and Hierarchy cultures. Originality/value The authors’ empirical findings provide the basis for the formulation of detailed propositions on the interaction of various factors and their impact on BPM adoption in connection to organizational culture. In this way, the authors’ contribution is situated in the inductive research cycle and informs theory building for BPM adoption.

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Basketball is a very active sports game with frequent changes of speed, a large number of jumps and active use of all muscle groups. The aim of this review is to identify, analyze and explain all significant components for the development of explosive power in basketball players. The results showed that despite the high coefficient, which is congenital, explosive power can be developed through well-organized training which should be conducted methodically, rationally and in a well-organized manner. For quality planning and programming of training for the development of explosive power, it is necessary to determine the methods and means of training, training load, as well as their schedule and frequency in the phases of sports preparation. The age of an athlete stands out as the most important factor of individualization. It is necessary to give high attention to the training of explosive power because it is an effective means that contributes to the efficiency of the basketball player.

Abstract. The competitive global market of the new millennium has raised awareness of business processes as the most important management paradigm. Extensive literature on business process management suggests that organizations can enhance their overall performance by adopting a process view of business. However, empirical research in this field is lacking. The aim of this paper is to examine the how business process orientation (BPO) impacts financially and non-financially organizational performance (OP) using empirical data from Croatian companies. A questionnaire survey was conducted on a sample of 127 companies in Croatia and propositions were tested using a structural equation model. The results suggest that the BPO practice relates positively to nonfinancial performance. In addition, the impact of non-financial performance on financial performance has been verified as well. This effect on financial performance is indirectly caused by non-financial factors suggesting that companies should view performance in such terms as well. The paper is valuable for academics and practitioners because the impact of BPO on OP is confirmed. An improved understanding and the clearly demonstrated financial and non-financial benefits of implementing and practicing BPO opens up a wider application of such systems in everyday business, which will eventually lead to their refinement and further development.

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