Business process effectiveness - a puzzle of many pieces. The role of knowledge transfer and integration, business process efficiency and business process modelling

• Published in: Management (Zielona Góra) no. 1; pp. 425 - 446
• Main Authors: Malewska, Kamila Magdalena, Mierzejewska, Katarzyna, Roszyk-Kowalska, Gabriela, Chomicki, Michał
• Format: Journal Article
• Language: English
• Published: 2025
• ISSN: 2299-193X; 2299-193X
• DOI: 10.58691/man/204386

Research background and purpose: Efficient management of business processes is crucial for operational excellence and customer satisfaction. Organizations employ Business Process Management techniques to design, monitor, optimize and automate these processes effectively. This paper explores the elements that ensure the smooth functioning of business operations and drive organizational success, and is focused on the determinants of business process effectiveness. Based on a literature review, this study aims to examine the role of knowledge transfer and integration, business process efficiency and business process modelling in shaping business process effectiveness. Design/methodology/approach: Data collected from polish 300 managers and specialists using the CAWI method was analysed using structural equation modelling. Findings: The study provides evidence of the direct influence of business process efficiency on business process effectiveness. The study's findings also reveal the direct impact of business process modelling, as well as knowledge transfer and integration, on business process efficiency. It is surprising that the influence of business process modelling, and knowledge transfer and integration on the effectiveness of business processes is not recognized. Value added and limitations: The contribution of this study is to highlight the importance of business process modelling (as a major factor), as well as knowledge transfer and integration, in business process effectiveness, and the importance of business process efficiency in shaping business process effectiveness. The study is subject to certain limitations, among which are: the use of a single-respondent approach, conducting the survey among managers from different sectors (the specifics of the business can have a significant impact on shaping the constructs we study), conducting the study at a specific point in time, which creates challenges in accurately assessing the effectiveness of business processes.