The Orchestration of Corporate Performance Management and Business Process Management and Its Effect on Perceived Organizational Performance

Jurij JakliÄ, Vesna Bosilj-VukÅ¡ić, Jan Mendling and Mojca Indihar Å Temberger

SAGE Open, 2021, vol. 11, issue 3, 21582440211040126

Abstract: Various management approaches have been proposed to maintain good organizational performance on a continuous basis, with corporate performance management (CPM) and business process management (BPM) being two major groups. While the conceptual connection between CPM and BPM might see obvious, their actual empirical connection with performance remains poorly understood. In this article, we address this gap and develop a theoretical model that explicates the causal paths from CPM via BPM toward organizational performance in terms of a set of hypotheses. Based on a survey, we find that the effect of CPM on organizational performance is largely mediated by CPM-BPM orchestration and process performance. With this study, we respond to recent calls for novel studies in this area and highlight the impact of well-orchestrated CPM and BPM initiatives on organizational performance.

Keywords: corporate performance management; business process management; orchestration; process performance; organizational performance (search for similar items in EconPapers)
Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:sae:sagope:v:11:y:2021:i:3:p:21582440211040126

DOI: 10.1177/21582440211040126

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