{"title":"Business Process Orientation: Case of Croatia ","authors":"Ljubica Milanovi\u0107 Glavan","volume":90,"journal":"International Journal of Industrial and Systems Engineering","pagesStart":1928,"pagesEnd":1934,"ISSN":"1307-6892","URL":"https:\/\/publications.waset.org\/pdf\/9998662","abstract":"
Because of the increasing business pressures, companies must be adaptable and flexible in order to withstand them. Inadequate business processes and low level of business process orientation, that in its core accentuates business processes as opposed to business functions and focuses on process performance and customer satisfaction, hider the ability to adapt to changing environment. It has been shown in previous studies that the companies which have reached higher business process maturity level consistently outperform those that have not reached them. The aim of this paper is to provide a basic understanding of business process orientation concept and business process maturity model. Besides that the paper presents the state of business process orientation in Croatia that has been captured with a study conducted in 2013. Based on the results some practical implications and guidelines for managers are given.<\/p>\r\n","references":"[1]\tBosilj Vuk\u0161i\u0107 V., Milanovi\u0107Lj, \u0160krinjar R., Indihar \u0160temberger M. (2008), Organizational Performance Measures for Business Process Management: a Performance Measuremet Guideline, IEEE computer society, ISBN 978-0-7695-3114-4.\r\n[2]\tGarson, D. (2012), Testing statistical assumptions, North Carolina: Statistical associates Publishing\r\n[3]\tHernaus T., Peji\u0107 Bach M., Bosilj Vuk\u0161i\u0107, V. (2012), Influence of strategic approach to BPM on financial and non-financial performance, Baltic Journal of Management, 7(4), 376-396.\r\n[4]\tKhan R. (2003.), Business Process Management: a practical guide, Tampa: Meghan-Kiffer Press\r\n[5]\tKohlbacher M., Gruenwald S. (2011), Process orientation: conceptualization and measurement, Performance measurement system design, International Journal of Operations and Production Management, 25(2), 267-283.\r\n[6]\tLee R., Dale B. (1998), Business process managemet: a review and evaluation, Business Process Management Journal, 4(3), 214-225.\r\n[7]\tMcCormack, K. et al. (2009), A global investigation of key turning points in business process maturity, Business Process Management Journal, 15(5), 792-815\r\n[8]\tMcCormack, K., Johnson, W. C. (2001), Business Process Orientation: Gaining the E-Business Competitive Advantage, New York: St. Lucie Press.\r\n[9]\tMilanovi\u0107, Ljubica (2011), Understanding Process Perfomance Measurement Systems, Business Systems Research Journal, 2 (2011), 2; 25-39.\r\n[10]\tNeely, A. (2007), Business Performance Measurement, Cambridge: Cambridge University Press.\r\n[11]\t\u0160krinjar R, Bosilj Vuk\u0161i\u0107 V., Indihar \u0160temberger M. (2010), Adoption of Business Process Orientation Practices: Slovenian and Croatian Survey, Business Systems Research, 1(1-2), 5-20.\r\n[12]\t\u0160krinjar, R., Hernaus, T., Indihar\u0160temberger, M. (2008), Stanjeprocesneusmjerenosti in klju\u010dniizzivizaprihodnost v Sloveniji in naHrva\u0161kem, Uporabnainformatika, 16(4), 210- 218.\r\n[13]\t\u0160krinjar, R., Indihar \u0160temberger, M., Hernaus, T. (2007), The impact of business process orientation on organizational performance, Proceesings of the 2007 Informing Science and IT Education Joint Conference.\r\n[14]\tVlahovi\u0107, N., Milanovi\u0107, Lj.,\u0160krinjar, R. (2010). Turning Points in Business Process Orientation Maturity Model: An East European Survey, WSEAS transactions on business and economics, 7, 22-32.\r\n[15]\tZairi M. (1997), Business process management: a boundaryless approach to modern competitivnes, Business Process Management Journal, 3(1), 68-80.\r\n","publisher":"World Academy of Science, Engineering and Technology","index":"Open Science Index 90, 2014"}