B.P.M. in transition economies: joint empirical experience of Slovenia and Serbia

Abstract

Business process management (B.P.M.) is empirically linked to the performance of organisations. Different studies in the business process field have shown that an organisation can benefit from B.P.M. through better financial and nonfinancial performance, which can drive it to competitive advantage. B.P.M. is also a concept which leads to better organised systems and can help companies in transition economies to perform better. The purpose of this paper is to compare B.P.M. practice in Slovenia and Serbia in order to formulate recommendations for companies in transition economies. The survey was carried out in 115 representatives of Slovene companies and 91 Serbian companies in the year 2014. The conclusions and recommendation for B.P.M. implementation in transition economies were drawn upon similarities in B.P.M. practice between Serbian and Slovenian companies. In addition, the differences in B.P.M. practice were analysed in order to identify the ways one country can learn from the experience of the other. The results from Slovenia and Serbia from 2014 are interesting for both countries from the perspective of how B.P.M. practice could be further developed in Slovenia and Serbia. The findings have significant managerial implications, as they will help managers to better understand the key factors for successful B.P.M. implementation transitional countries companies.

Business process management and risk-adjusted performance in SMEs

“…From this perspective, the management of core processes in companies should be the priority focus of managers and company owners. Previous research studies on this field show us some relations between core business processes and company performance and that a lack of measurement at BPM implementation results in less successful implementation of BPM (Gošnik et al, 2016;Stojanovi c et al, 2017;Gošnik, 2019aGošnik, , 2019b. Company performance in these researches was not related specifically to risk-adjusted company performance measures ROE-r and ROE-a, which has been detected as a research gap and is attracted our focus in this research.…”

Untitled

“…We can define the business process as a comprehensive and dynamic coordinated set of connected activities, from purchasing to the sales, which are intended for the appropriate supply of customers and enable the business performance of a company in a particular management 14 (1): 59-86 economic environment (Jeston and Nelis 2014, 4;Trkman et al 2015, 125;Shulte et al 2015, 36;Janeš, Biloslavo, and Faganel 2017, 175;Janeš, Kadoić, and Begičević Redep 2018, 193;Bertoncel, Erenda and Meško 2018, 805;Novak and Janeš 2019, 780). Various authors have noted that managing business processes is crucial for the successful development of companies (Gošnik, Beker, and Kavčič, 2014;Kavčič, Rečnik-Krajnc, and Gošnik, 2014;Hernaus, Bosilj Vukšić, and Indihar Štemberger 2016;Kavčič and Gošnik 2016;Gošnik et al 2016;Stojanović et al 2017;Novak and Janeš 2019). The performance of the company, as well as its continued growth and existence, depend on the effectiveness of business processes (Indihar Štemberger et al 2018, 425;Zelt, Schmiedel, and Vom Brocke 2018, 67).…”