The impact of external environmental on business process management and organizational performance

Wong, Wai Peng; Ahmad, Noor Hazlina; Nasurdin, Aizzat Mohd.; Mohamad, Marini Nurbanum

doi:10.1007/s11628-013-0207-9

Cited by 18 publications

(9 citation statements)

References 65 publications

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“…Given the inconsistency regarding research findings on PMPs and performance nexus, studies have suggested that the effect of performance measurement practices on performance depends on external environmental conditions (Britton and Worthington (2010); Fereidouni et al, 2010). Performance measurement practices are required to focus on those external business environmental factors that are expected to affect their ability towards the enhancement of customer satisfaction (Wong et al, 2014). Adeoye and Elegunde (2012) argued that the proper alignment between key organizational factors with the context or environment leads to better performance.…”

Section: External Business Environment Variable As a Moderatormentioning

confidence: 99%

Conceptual Model of Predictors of SMEs' Performance in the Context of Sudan

Abdelrahman

Abdullah

Abas

2017

JBSEE

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Purpose: SMEs' performance in Sudan is in downturn and calls for research-based solution. To address this, this conceptual study proposes a model entailing management accounting practices (costing, budgeting, and performance measures practices) as predictors of SMEs' performance. Also, research findings on the relationship between management accounting practices and performance are inconsistent. Given this, this study proposes a model entailing management accounting practices as determinants of SMEs' performance with moderating role of external business environment. Design/methodology/approach: This work is theorized based on extensive literature survey through which a conceptual model is developed and discussed. Inconsistent relationship between management accounting practices and performance is valuated and established via published research. Also, moderating role of external business environment is discussed and validated based on contingency theory. Findings: This paper proposes a conceptual model to serve as an answer to how Sudanese SMEs' performance can be improved through management accounting practices. Research limitations/implications: The proposed model in this work is based on survey of published research, but it can be empirically solidified further through collection and analysis of relevant data. Practical implications: The paper can help SMEs' owners/ managers and policy makers to understand how properly-adopted management accounting practices can improve SMEs' performance. Originality/value: The proposed conceptual framework is an exceptional and all-inclusive model that will expectantly improve the relevant body of literature and serve as useful guide for stakeholders on how the performances of SMEs can be boosted to enable them catch up with the SMEs' performance level of the developed countries in order to boost the economy of Sudan as a nation.

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Section: External Business Environment Variable As a Moderatormentioning

confidence: 99%

Conceptual Model of Predictors of SMEs' Performance in the Context of Sudan

Abdelrahman

Abdullah

Abas

2017

JBSEE

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“…Therefore, if the company wants to continue its business, it must adapt to changes. (Wong & Mohd, 2013) The term external business environment refers to an aggregate environment that may have a direct or indirect impact on the performance of companies. It can also be defined as a set of external factors, such as economic, social, political and legal factors, demographic factors and technical factors, which cannot be controlled and which affect the efficiency of the company.…”

Section: Business Environmentmentioning

confidence: 99%

Influence of external factors on business of companies in Serbia

Janković¹,

Mihajlović²,

Cvetkovic³

2016

Ekonomika

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“…The development of maturity models has been initiated by the Capability Maturity Model (CMM) (Humphrey 1988 (Röglinger et al 2012;Wong et al 2014).…”

Section: Process Orientation and Process Maturitymentioning

confidence: 99%

Towards Process Maturity – Triggers of Change

Jurczuk

2016

9th International Scientific Conference “Business and Management 2016”

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Abstract. Process-oriented development of an organization is supported by maturity models. They delineate a sequence of stages that together form a path from an initial to a desired maturity level. Maturity progress is determined by various success factors and initiated by different triggers. There is no common classification of these triggers. The purpose of this paper is to identify triggers in relation to maturity levels. To identify triggers a contextual model has been developed and literature review has been conducted. Results suggest that due to incomplete understanding of process-based approach some additional triggers may also affect success of its implementation.

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The impact of external environmental on business process management and organizational performance

Cited by 18 publications

References 65 publications

Conceptual Model of Predictors of SMEs' Performance in the Context of Sudan

Conceptual Model of Predictors of SMEs' Performance in the Context of Sudan

Influence of external factors on business of companies in Serbia

Towards Process Maturity – Triggers of Change

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