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Procedia Economics and Finance 27 (2015) 394 – 403

22nd International Economic Conference – IECS 2015 “Economic Prospects in the Context of
Growing Global and Regional Interdependencies”, IECS 2015

Identification of Business Processes in an Enterprise Management

Anna Lemaska-Majdzika,*, Magorzata Okrglickaa
a
Czestochowa University of Technology, Faculty of Management, Armii Krajowej 19b St., Czstochowa 42-201, Poland

Abstract

Management of business processes is a comprehensive approach to implementation of the objectives of an organisation. It

concentrates on optimising the ways business processes are run in organisations in order to increase effectiveness of operations
within an organisation. The aim of this paper is to identify and analyse an enterprise's orientation on process management and to
identify the limitations in the process approach to an enterprise management. To achieve this aim, a questionnaire survey was
conducted in 2015 examining enterprises and business processes they perform. It enabled identification of statistical relationships
with reference to selected categories of enterprises and verification of the research hypotheses which defined, among other things,
level of entrepreneurs' knowledge and orientation on processes occurring in an enterprise management.
© 2015
© 2015TheTheAuthors.
Authors.Published
PublishedbybyElsevier
ElsevierB.V.
B.V.This is an open access article under the CC BY-NC-ND license
Peer-review under responsibility of Faculty of Economic Sciences, "Lucian Blaga" University of Sibiu".
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer-review under responsibility of Faculty of Economic Sciences, “Lucian Blaga” University of Sibiu”
Keywords: process management, business model, enterprises, Poland

1. Introduction

As Nogalski (2009) stresses, due to continuous and abrupt changeability of conditions, enterprises that want to
function effectively in today's conditions have to create new features, behaviour and attitudes, which will represent
their adequate response to the reality undergoing global transformation. Managers of enterprises should use their
methodical potential to identify, diagnose and project emerging business models. Management of business processes
represents a comprehensive approach to the implementation of an organisation's objectives, and the aim of managing
business processes is to increase effectiveness of actions within an organisation. As Tavlaki and Loukis (2005) notice,
a business model is not a theoretical concept, but one of the fundamental conditions of success, as a necessary
instrument in companies' strategies of action.

* Corresponding author. Tel.: +4-834-325-0475; fax: +4-834-325-0351.

E-mail address: lemanska@zim.pcz.pl

2212-5671 © 2015 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer-review under responsibility of Faculty of Economic Sciences, “Lucian Blaga” University of Sibiu”
doi:10.1016/S2212-5671(15)01011-4
 Anna Lemańska-Majdzik and Małgorzata Okręglicka / Procedia Economics and Finance 27 (2015) 394 – 403 395

The identification of key processes occurring in enterprises enables a more effective management of an organisation
and becomes the key to success for more and more companies. According to Appel et al. (2014) business process
modelling and execution is widely adopted in enterprises. Processes are modelled by business experts and translated
into executable workflow representations.
The aim of this paper is to identify and analyse enterprises' orientation on process management and to identify the
limitations in the process approach to managing an enterprise. Conclusions are based on the results of a questionnaire
survey conducted in 2015 on a group of 138 enterprises in Poland.

2. Outline of business process management in an enterprise

Business process management in an enterprise is an approach to management that is focused on optimising the
ways business processes are performed in organisations. According to Chesbrough and Rosenbloom (2002), business
processes should be based on the way business activity is conducted in a company, which has to generate revenue in
order to survive. Davenport (1993) defines a (business) process as a structured, measured set of activities designed to
produce a specific output for a particular customer or market. It implies a strong emphasis on how work is done within
an organization, in contrast to a product focus’s emphasis on what is done. A process is, thus, a specific ordering of
work activities across time and space with a beginning and an end and clearly defined inputs and outputs: a structure
for action (Jünger, Mynarzová, 2009). Taking a process approach implies adopting the customer’s point of view.
Processes are the structure by which an organization does what is necessary to produce value for its customers. A
business process is a complete, dynamically coordinated set of activities or logically related tasks that must be
performed to deliver value to customers or to fulfil other strategic goals (Guha, Grover, Kettinger, Teng, 1997; Strnadl,
2006).
Every element of the activity of an enterprise should be subject to an effective management. From this perspective,
business process management can be defined as all efforts in an organization to analyze and continually improve
fundamental activities such as manufacturing, marketing, communications and other major elements of company’s
operations (adapted from Zairi, 1997). Business process management is a comprehensive approach to realizing
efficient and effective business processes in an organization. The purpose of business process management is to
increase the efficiency and effectiveness of organizational processes through improvement and innovation (Schmiedel,
Brocke, Recker, 2014). One can thus say that business processes are sequences of interrelated activities that are carried
out routinely in organizations (Kock, Verville, Danesh-Pajou, DeLuca, 2009). The approach of describing
organizations in terms of business processes not only helps organizations to be more responsive to environmental
changes but also helps them to overcome the problems due to functional differentiation (Melao, Pidd, 2000).

Table 1. Business model elements

No. Element of business model Description
1. Value proposition An overall view of the company's bundle of products and services
2. Target customer Segments of customers a company wants to offer value to
3. Customer handling/distribution Various means of the company to get in touch with its customers
channel
4. Customer interfaces/relationship Kinds of links a company establishes between itself and its different customer segments
5. Value configuration Arrangement of activities and resources
6. Capability/core competency Competencies necessary to execute the company's business model
7. Partner network Network of cooperative agreements with other companies necessary to efficiently offer and
commercialize value
8. Cost structure Monetary consequences of the means employed in the business model
9. Revenue model A way a company makes money through a variety of revenue flows

Source: (Drakulevski, Nakov, 2014).

The essence of process management can be expressed using the model of its phases. These phases provide, at their
396 Anna Lemańska-Majdzik and Małgorzata Okręglicka / Procedia Economics and Finance 27 (2015) 394 – 403

appropriate implementation, the necessary steps in the design (or description) implementation, automation and the
process performance determination (Rolínek, Vrchota, Kubecová, Švarová, 2014). Thus, every business model taking
place in an enterprise comprises certain elements (Table 1) that appear in a specific order and impact its general outline.
Business process management supports business processes using methods, techniques, and software to design,
enact, control and analyze operational processes involving humans, organization, applications, documents and other
sources of information (Chong Un Pyon, Ji Young Woo, Sang Chan Park, 2011). A business process consists of a set
of activities that are performed in coordination within an organizational and technical environment (Gómez-López,
Gasca, Pérez-Álvarez, 2015).
So far, there exist several classifications of business processes (Davenport, Short, 1990; Earl, 1994; Edwards,
Peppard, 1994; Rockart, 1988), which share, however, many similar characteristics. Earl’s (1994) classification
summarizes the basic ideas classifying processes by their value chain target and process structured ness as follows:

 Core processes are central to basic business operations and directly related to serving the external customers. They
are usually the primary activities of the value chain;
 Support processes frequently have internal customers and consist of the supporting activities of core processes.
Usually they are the administrative, secondary activities of the value chain;
 Business network processes extend beyond the boundaries of the organization including also suppliers, customers
and allies;
 Management processes are those by which the company plans, organizes and controls resources.

Singh (2012) stresses that a typical organisation should have fewer than 15 key processes, which will depend,
among other things, on the type of business activity, industry or objectives of an organisation. Processes should be less
complex and coincident. At the same time, business processes are necessary if enterprises want to be competitive on
the market, as awareness of the identification of business processes creates success. Identifying key processes using a
structured approach, aligning their outcomes to deliver the business goals, designing appropriate measures and
allocating sufficient resources for their improvement is the key to the success of an organization.
Business process management has been widely recognized as a useful approach for supporting innovation,
transformation, organizational development, change management, enterprise architecture, and audit compliance (Zairi,
1997). It advocates a shift from a “vertical” or functional focus to a “horizontal” or process orientation in managing
activities in an organization. Critical to the success of business process management is changing employees’ existing
attitudes and assumptions based on hierarchies and functions to build a new frame of reference and perspective based
on delivering value to customers (Childe, Maull, Bennett, 1994; Tang, Pee, Iijima, 2013).
The business process is a framework for activities to participate and interact so as to produce a product or a service
and achieve the well-defined objectives of an enterprise (Keung, Kawalek, 1997), and the structure of it greatly affects
the overall performance of the enterprise. Moreover, in this ever changing global marketplace, the better the
performance of the enterprise, the greater the competitiveness the enterprise can achieve. An enterprise not only faces
challenges in external global competition but also faces root challenges of internal business process improvement to
drive the performance towards excellence (Lam, Ip, Lau, 2009). It is then important to evaluate and analyze the internal
business process of the enterprise for the necessary partial or complete redesign of the process to improve the business
performance (Morrow, Hazell, 1992). Very often, an enterprise may need to perform a dynamic analysis of their
business process so as to simulate and evaluate different sets of processes that could ensure the efficiency and
effectiveness of the business process flow as well as improve the overall performance of the enterprise (Alera,
Borrajoa, Camachoa, Sierra-Alonsob, 2002; Gorze-Mitka, 2013).
One of the most challenging managerial attempts nowadays is undoubtedly an attempt to create a business model
which will best integrate the organizational position and the external adaptation and integral integration. This
managerial process is a logical continuation of modelling a competitive advantage of a certain enterprise, in such a
way that the organizational learning would best integrate the used, not the overall organizational knowledge; the
flexibility of the organizational systems will determine the potential of the behavioural processes and the changes
oriented towards innovation will enable strategic positioning regarding the existing and potential competition
(Drakulevski, Nakov, 2014; Sipa, 2013). Bis (2013) stresses that it is now possible to achieve a permanent competitive
advantage by creating business models in enterprises.
 Anna Lemańska-Majdzik and Małgorzata Okręglicka / Procedia Economics and Finance 27 (2015) 394 – 403 397

A business model is a method adopted by an enterprise for using and increasing resources possessed by a given
organisation in order to present its customers products and services that are competitive compared to other enterprises
on the market. The value of the offer should be higher than that of the competition, but at the same time ensure profits
to the enterprise. Such a model should have a precisely defined plan for making money, both in short and long term,
and should include factors determining the maintenance of a permanent competitive advantage by an enterprise. This
means long-term achievement of better results compared with the competition (Afuah, Tucci, 2001). A business model
of an enterprise also refers to the revenue - cost - profit relation as part of the strategy of an enterprise and concerns
actual and predicted streams of income obtained thanks to the competitiveness of an enterprise’s offer, related structure
of costs and margin, and resulting streams of revenue and return on investment (Thompson, Strickland, 2003).
Because the competitive environment is forever changing, business models require constant vigilance; they must
be adapted and strengthened over time as the competitive environment evolves (Euchner, Ganguly, 2014). The ambient
turbulence has created a need for dynamic business processes and companies are looking for models that can evolve
and adapt efficiently business processes to the changing conditions and the changing business strategies (Clempner,
2014; Tomski, 2011).
The development of enterprises by implementing new business models in practice is difficult and entails huge risk
(Euchner, Ganguly, 2014), but focusing on process-oriented structures helps organizations to be more responsive to
its need for change (Lindsay, Downs, Lunn, 2003). Since an organization's performance depends upon the collective
ability of its business processes to achieve its fundamental objectives (Shaw, Holland, Kawalek, Snowdon, Warboys,
2007), the quality of business processes is central to achieving high performance organizations (Heidari, Loucopoulos,
2014).
Business processes entail a variety of decisions, such as the selection of a path from several available ones, deciding
on quantities, or resource assignment. These decisions affect the outcome of the process and the success of achieving
its goal (Ghattas, Soffer, Peleg, 2014). This means that business process management is not a one-time project but
should be a continuous effort within an organization with constant improvement in business processes (Trkman, 2010).

3. Research methodology

The aim of the authors' own research was to identify and analyse business processes in small, medium-sized and
large enterprises conducting business activity in Silesian Voivodeship (Poland). The survey used purposive sampling.
It was conducted in I and II of 2015 on a group of 138 enterprises classified, according to the size of employment, as
small, medium-sized and large enterprises. The survey did not include micro-firms, employing up to 9 people, due to
the fact that business processes rarely occurred in such companies and they had little knowledge of the phenomenon
under analysis. A survey questionnaire was addressed both to production companies and services companies. The
research sample was not fully representative, therefore the survey should be treated as a pilot study and the problem
addressed in it should be further explored in the future by conducting representative studies. The size of the research
sample certainly allows the authors to draw initial conclusions and identify regularities that can be verified during the
proper studies. The results presented below represent only a fragment of the empirical studies conducted.
The dominating group among the enterprises surveyed comprised small companies employing from 10 to 49 people,
which accounted for 69% of all the companies surveyed. The second dominating group comprised medium-sized
enterprises employing from 50 to 249 people, which accounted for 20% of all the enterprises surveyed, whereas 11%
of those surveyed were large enterprises, employing over 250 people. The largest group of enterprises, representing
65.7%, has operated on the market for over 10 years; 18.6% of enterprises declared functioning on the market for 5 to
10 years, whereas the remaining companies have conducted their business activity for a year to 5 years. The enterprises
surveyed did not include companies entering the market, i.e. those functioning for a period shorter than 1 year. Among
the enterprises surveyed, almost 55% declared good current financial condition, and over 23.5% assessed their
398 Anna Lemańska-Majdzik and Małgorzata Okręglicka / Procedia Economics and Finance 27 (2015) 394 – 403

financial condition as very good. Only 3% of all the respondents assessed their current financial situation as very poor
or poor.
Taking into consideration the main aim of this paper, the following research hypotheses have been put forward:

H1 - the level of entrepreneurs' knowledge of process management is average, but it grows with the increase in the
size of an enterprise, length of the period of its functioning and improvement of its financial situation;
H2 - process orientation of an enterprise during managing the company is average, but it grows with the increase
in the size of an enterprise, length of the period of its functioning and improvement of its financial situation;
H3 - enterprises rarely use the bottom-up approach in identifying and creating business processes;
H4 - difficulties in identifying business processes mainly result from inappropriate definition of these processes

Statistical analysis of the survey results enables full or partial verification of the hypotheses put forward.

4. Assessment of processes occurring during managing a company

An effective management of an enterprise becomes a challenge to an increasing group of enterprises, and the
identification of key processes occurring in companies allows them to implement their objectives in an enterprise
management. However, before this identification takes place, an enterprise has have knowledge about business
processes, as management of business processes is aimed at increasing the effectiveness and efficiency of
organisational processes occurring in an enterprise.

Table 2. Evaluation of the knowledge concerning process management in an enterprise

Average Standard Minimum Lower Median Upper Maximum
deviation quartile quartile
Assessment of knowledge about process 3.49 0.77 2 3 3 4 5
management in an enterprise
Source: Own work based on a survey

Based on the survey, the average result of the assessment of the knowledge about process management in an
enterprise was 3.49, the median was 3 (average assessment), and the range of the answers received was from 2 (low
evaluation) to 5 (very high evaluation), with a five-point scale, where 1 means very low evaluation, and 5 - very high
evaluation. Moreover, when evaluating the knowledge about process management half the enterprises surveyed
awarded it 3 (average evaluation) to 4 (high evaluation) points (Table 2).
Business process-orientation of an enterprise in a company management allows it to concentrate on processes by
defining, improving and extending them. Knowledge about business process-orientation of an enterprise makes it
possible to assess how an enterprise reacts to these processes and whether it wants to use processes to effectively
manage the company.
The survey revealed that the average evaluation showing process-orientation of an enterprise during managing a
company was 3.25, whereas the median - 3 (an enterprise is process-oriented but to a small extent), with the range of
the answers received from 1 to 4 with a four-point scale, where 1 means "we don't need process-orientation", and 4 -
"the enterprise is to a large extent process-oriented" (Table 3).

Table 3. Process-orientation of an enterprise during managing a company

Average Standard Minimum Lower Median Upper Maximum
deviation quartile quartile
Process-orientation of an 3.25 0.66 1 3 3 4 4
enterprise during managing
a company
Source: Own work based on a survey

The relationships between the variables: number of employees, period of functioning of the company and current
 Anna Lemańska-Majdzik and Małgorzata Okręglicka / Procedia Economics and Finance 27 (2015) 394 – 403 399

financial situation of an enterprise and the answers to the questionnaire questions on rank scales (gradable), i.e.
evaluation of the knowledge concerning process management in an enterprise, process-orientation of an enterprise
during managing the company and supporting business processes in an enterprise, were analysed by computing
Kendall's tau correlation coefficient. Test probability at the level of p<0.05 was accepted as significant, whereas test
probability at the level of p<0.01 was accepted as highly significant.

Table 4. Relationship between elements of process management in an enterprise and specified characteristics of enterprises
Number of employees in a How long the company Assessment of the current
company has been functioning on financial situation of the
the market company
tau p tau p tau p
Evaluation of the knowledge about process 0.2628 <0.0001 -0.0800 0.1610 0.3415 <0.0001
management in an enterprise
Process-orientation of an enterprise during 0.3266 <0.0001 0.1848 0.0012 0.2401 <0.0001
managing the company
Source: Own work based on a survey

The authors' own survey shows that both self-assessment of the knowledge about process management in an
enterprise and an enterprise's orientation on processes occurring in the company are statistically highly significant
(p<0.0001) and positively correlated at a moderate level with the number of employees. Thus, the bigger the number
of employees, i.e. the bigger the enterprise, the greater the knowledge about process management in an enterprise and
the better the orientation of an enterprise on processes and activities occurring during managing the company. Such
relationship was not identified when a company functioned on the market for a period (p>0.05).
The evaluation of the current financial situation of a company is also moderately correlated with the self-assessment
of the knowledge about process management in an enterprise and business process-orientation of a company, which
indicates that the higher the evaluation of the current financial situation of the company, the bigger the knowledge
about process management in the company, and the enterprise is more oriented on business process occurring in it
(Table 4).
The above-shown relationships indicate the need to constantly increase the level of management knowledge,
especially in smaller economic entities, which due to their resources and scale of their business, employ fewer highly
qualified specialists who are able to implement effective economic solutions, e.g. process management.

Top-down definition of processes in a

33,6% company
Bottom-up definition of processes in a
company
57,8%
Top-down and bottom-up – depending on
the needs
8,6%

Fig. 1. Directions of defining business processes in an enterprise

Source: Own work based on a survey

The survey shows that business processes resulting from an enterprise management in the enterprises surveyed are
usually defined in both directions: both top-down and bottom-up - this was declared by almost 58% of the companies
surveyed. In the case of 33.6%, business processes of enterprises are defined top-down, i.e. by superiors (Fig. 1).
During the identification of business processes in an enterprise, difficulties occur that are caused by a number of
factors. The enterprises surveyed stress that these difficulties are caused by a number of factors that may overlap or
400 Anna Lemańska-Majdzik and Małgorzata Okręglicka / Procedia Economics and Finance 27 (2015) 394 – 403

exist separately. The most frequent problem with the identification of business processes, according to the enterprises
surveyed, was definition of such processes. They resulted from both too general definition of process management
(almost 31% of indications), and inappropriate definition of the discussed issues (over 17% of indications). Difficulties
with identifying business processes also included problems with defining customers, processes and activities - such
indications accounted for 14% of all the indicators. The least often indicated factor that impacted the difficulties
discussed was incomprehension of the hierarchy of the processes and activities in an enterprise management (Fig. 2).

14%
Lack of sufficient knowledge, lack of training courses and lack of
20%
possibilities of improving qualifications in the area of business
process management 0%
6%
14%
Difficulties resulting from defining customers, processes and 20%
activities 4%
0%
31%
25%
Too general definition of processes and activities
43%
44%
17%
16%
Difficulties resulting from inappropriate definition of processes
25%
13%
16%
11%
Defining processes and activities in too much detail
21%
31%
8%
8%
Incomprehension of the hierarchy of processes and activities
7%
6%

Total Small Medium-sized Large

Fig. 2. Difficulties with identification of business processes and the size of an enterprise
Source: Own work based on a survey

The survey shows that difficulties with identification of business processes are different in small, medium-sized
and large enterprises. It is worth noting that 20% of small companies declare that a big problem in identification of
business processes is lack of knowledge and lack of possibilities of improving qualifications in this area, whereas no
such declarations were reported by medium-sized companies, and only by 6% large companies. Medium-sized
enterprises, in turn, see difficulties with defining business processes in the company - 1/4 of such enterprises declared
problems with defining processes and activities occurring in the enterprises surveyed. On the one hand, medium-sized
companies define business processes too generally (43% of indications), on the other hand, they do so in too much
detail (21% of indications) - in both cases, this makes unified management more difficult. Similar problems are
reported by large enterprises, employing over 250 people, where definition of processes constitutes a big problem.
This may be due to the scale of such enterprises, as managing them is more complicated and requires different
procedures of action.
 Anna Lemańska-Majdzik and Małgorzata Okręglicka / Procedia Economics and Finance 27 (2015) 394 – 403 401

Table 5. Supporting business processes in an enterprises with IT systems

Number of employees in a How long a company has been Evaluation of the current
company functioning on the market financial situation of the
company
tau p tau p tau p
Supporting of business processes 0.2517 <0.0001 -0.0705 0.2165 0.2224 0.0001
with IT systems
Source: Own work based on a survey

An interesting finding of the survey is the fact that entrepreneurs gave a relatively low evaluation to the support of
process management in their companies - the average was 2.66 (on a scale from 1 to 5). This can be perceived as a
problem, as modern management seems to be impossible without appropriate technological infrastructure. In this area,
we also noted a poor positive correlation with the number of employees tau=(0.2517) and evaluation of the current
financial condition of the company (tau=0.2224). This seems justified, as larger companies and those with a better
financial situation more intensively invest in information and telecommunication technologies, which facilitates
effective management, including in the area of process management (Table 5).

5. Conclusions

The aim of a survey carried out on a group of small, medium-sized and large enterprises conducting business activity
in the Silesian Voivodeship (Poland) was to identify and analyse enterprises' orientation on process management and
to identify the limitations in the process approach to an enterprise management. The questionnaire survey shows that
the average evaluation of the knowledge about process management in an enterprise is 3.49 on a 5-point scale, with
half the enterprises surveyed evaluating the knowledge about process management at 3 to 4 points. The average
evaluation of an enterprise's orientation on processes occurring during managing a company turned out higher, i.e.
3.25 on a 4-point scale, which means that enterprises want to identify processes that occur as business processes.
The survey allowed for verification of the research hypotheses put forward, namely:

 Hypotheses H1 and H2 have been partially confirmed, as a statistical relationship has been diagnosed between the
self-assessment of the knowledge about process management in an enterprise and an enterprise's orientation on
processes and the number of employees in a company (size of the enterprise) and the evaluation of the financial
condition of a company, but the relationship between these characteristics and the length of the period of
functioning of a company on the market has not been confirmed;
 Hypothesis 3 has been generally confirmed, as business processes resulting from an enterprise management are
usually defined in both directions or top-down - only 8.6% of enterprises declared bottom-up identification and
creation of business processes;
 Hypothesis 4 has been confirmed, as the most significant limitation in identifying business processes is the
problem of their definition - too general or too detailed or simply inappropriate. This indicates the necessity of
precision when defining processes in an enterprise.

It is worth considering the conducting of similar survey on a bigger population in order to identify regularities and
present recommendations to enterprises identifying business processes during managing the company.

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