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ABSTRACT
This article presents the main findings of a survey conducted with the aim of describing the interplay of the variables organizational structure, organizational culture and human resource management - considering the assumptions of the business process orientation (BPO) approach - and of identifying the relationship between these constructs and organizational performance, based on the four critical dimensions of the balanced scorecard technique: financial, customer/market, processes/capabilities and learning/growth. We used data from a sample of 368 medium and large Brazilian companies. By means of structural equations modeling we analyzed the associations between the constructs of the proposed nomothetic model. The results point to the existence of positive and statistically significant associations between the constructs investigated, except for the relationship between organizational structure and organizational performance. The results, including with respect to the relatively weak association between elements of organizational structure and performance, suggest that BPO initiatives can have a strong effect on organizational performance, adding to discussions of the theme.
Keywords: Business process management. Human resource management. Organizational structure. Organizational culture. Organizational performance.
1 INTRODUCTION
Global competition and the increased expectations of customers require G companies to attain superior levels of efficiency and quality, as well as flexibility, to keep abreast of the changes that are occurring in the business world. This requires simplification of operations and integration of business practices (SIDOROVA; ISIK, 2010; WILLAERT et ah, 2007; BITITCI et ah, 1999; LOVEetal., 1998).
As a consequence, business process management (BPM) has been developed as an attractive solution developed for various organization questions, supported by the concept of business process orientation (BPO). BPM can be defined as a disciplined approach to identify, design, execute, document, measure, monitor and control processes, automated or not, to attain targeted results consistently, in line with the organization's strategic objectives (ABPMP, 2009). In tum, BPO is defined as "an organization that, in all its thinking, emphasizes process as opposed to hierarchies with special emphasis on outcomes and customer satisfaction" (MCCORMACK et ah, 2003, p. 21).
Projects for processes should cover social and technical aspects, so as to consider interdependent elements of the organization that support their implementation, namely: organizational activities, structure, people (culture/behavior) and technology (LOVE et ah, 1998). Congruence of these dimensions is an important condition for...