Maintaining business process compliance despite changes: a decision support approach based on process adaptations

The Relationship between Leadership in BPM and Company Profitability

“…The interest aspect of an organisation emphasises the organisation as a society of interests and tells about how the interests of the participants (i.e., employees, management, customers and suppliers) are fulfilled. Previous studies (Adamides 2015;Trkman et al 2015;Hutahayan 2020;Abdallah et al 2021;Hernández et al 2021;Mamedova et al 2022;Seyffarth and Kuehnel 2022;Lyridis et al 2022;Nogueira et al 2022) provide evidence that cooperation between these participants results in the fulfilment of their interests and their greater satisfaction. Cooperation between employees, suppliers and other market participants is a key factor of competitiveness, resulting in the faster responsiveness of the company (Adamides 2015).…”

“…Previous research on this field (Trkman et al 2015;Mamedova et al 2022;Seyffarth and Kuehnel 2022;Lyridis et al 2022;Nogueira et al 2022) discovered the following problems related to the BPM in companies, such as (1) companies spend only a small part of their time on creating value for the customers; (2) companies are usually dealing with highprocess operating costs and poor process change management; (3) a lack of resources in changes of core business processes; and (4) once they start, business processes change projects, poorly include participants and their interests in process innovation management and even using an inadequate management approach. These problems are related to a common root cause: poor leadership activities in BPM.…”

“…In companies, for successful BPM, a comprehensive and systematic view of BPM is needed, where leadership activities as a part of general management activities (planning, organising, leading, controlling) should consider company participants, employees, customers and their interests, which is called interest aspects of leadership. Business processes must be managed based on the knowledge of all employees and must be carried out correctly and in consideration of the relationships between employees, the management of the organisation, suppliers and customers, emphasising benefits for the customer (Trkman et al 2015;Mamedova et al 2022;Seyffarth and Kuehnel 2022).…”

“…From this perspective, leadership for successful BPM and thus related company performance should include the interests of employees, management, suppliers and customers to achieve more effective business processes and consequently better company performance, which we define as interest aspects of leadership, supported by preliminary studies on this field by Trkman et al (2015); Mamedova et al (2022); Seyffarth and Kuehnel (2022); Lyridis et al (2022); Nogueira et al (2022). They highlight the importance of employee and customer perspectives in BPM for better business process performance, measured by the efficiency of business processes.…”

“…The use of BPM for better company performance is affected by many external and internal factors that cannot be included in one study. Therefore, based on the previous findings (Trkman et al 2015;Hutahayan 2020;Hernández et al 2021;Mamedova et al 2022;Seyffarth and…”