Management of changes in business processes: an empirical study in Slovak enterprises

Abstract

A B S T R A C TConstant change is typical of the current business environment. The ability to manage change is a highly appreciated managerial skill. Being adaptive has become a new competitive advantage of a company. Appropriately and successfully implemented changes can improve corporate performance. This paper aimed to evaluate how Slovak companies had been dealing with change in recent years; whether they had been prepared for it; what tools, methods and concepts they had used; and what ultimately had necessitated them from an economic point of view. The paper explored the current status of change management in the context of business processes particular to Slovak enterprises. A literature review concerning change and process management was provided in order to design appropriate research. The research focused on the level of process-oriented management of change in Slovak enterprises operating in different industrial sectors. The main research method was primary quantitative research via questionnaires. Outputs from the questionnaires were subsequently evaluated by contingency tables and the chi-square test which determined the level of significance via p-value. Research results presented in this paper confirmed a positive influence of business process change on process maturity and corporate performance. The paper contributed to the development of knowledge in the field of change management, namely, process-oriented change management. The creation of a change-based maturity model for enterprises was identified as a new direction for future work with practical implications. K E Y W O R D S Change Management, corporate performance, business processes

Quality Culture of Manufacturing Enterprises: A Possible Way to Adaptation to Industry 4.0

“…Mohelska and Sokolova describe management approaches for Industry 4.0 from an organisational culture perspective in the Czech Republic. Sujova and Remen (2018) evaluate the management of changes in business processes affected by Industry 4.0 in Slovak conditions. A review of service-oriented manufacturing paradigms is carried out by Siderska and Jadaan (2018).…”

“…This is the fourth milestone which is fundamentally changing enterprises (Mohelska and Sokolova 2018). Within a modern enterprise, change is a constant process that can be managed and predicted (Sujova and Remen 2018). All sectors have to move toward Industry 4.0 (Hamid et al 2018).…”

Traditional and Developing Segments of the Sharing Economy from the Point of View of Customers

“…From the point of view of entities which are involved, we can regard C2C (customer to customer) sharing, or P2P (peer to peer) sharing (Guyader, & Kienzler, 2019), and B2C (business to customer) sharing (Ertz et al, 2017;Puschmann & Alt, 2016;Radwan et al, 2019) as the two basic concepts. Some authors further distinguish B2B (business to business) sharing (Demary, 2015;Sujova & Remen, 2018;Tetrevova & Kolmasova, 2021), B2G (business to government) sharing (Richter & Slowinski, 2018) and G2G (government to government) sharing (Ertz et al, 2017) from the point of view of the entities involved. B2U (business to university) sharing also comes into consideration, as does U2B (university to business) sharing or U2G (university to government) sharing (Tetrevova & Vlckova, 2018.…”

Influence of Modern Process Performance Indicators on Corporate Performance — the Empirical Study

“…The Activity Based Costing is a method of calculating process costs. First, the activities are identified, and then costs are assigned to activities (based on the use of resources), and finally, costs are allocated to products according to the ratio of activity production (Remeň & Sujová, 2018).…”