Page 161 - Gošnik, Dušan. 2019. Management temeljnih procesov: instrumentalni in interesni vpliv na uspešnost podjetij. Koper: Založba Univerze na Primorskem
P. 161
Summary
This monograph deals with the management of business processes acti-
vities with an emphasis on core processes as well as their influence on
company performance. Management activities of core process (planning,
organizing, leading, controlling) were dealt with from an interest and in-
strumental point of view. A population base of 3,007 small and medium-
-sized companies (SME) from Slovenia were included in the survey. The
empirical research is based on a sample of 163 companies. By using struc-
tural modelling equations (SEM), we explored how management of core
processes influence company performance. Within the framework of the
management of core processes the performance of a company is most in-
fluenced from an interest perspective by planning, organizing, and lea-
ding while from an instrumental perspective by controlling. Company
performance was measured by use of financial, operational and compre-
hensive indicators. In the conclusion, we examined the implications for
companies in practice.
The competitiveness of a company comes from the competitiveness
of its processes, strictly speaking, its core processes. The core process in
a company is where we create new products and services as well as con-
tributing to customer satisfaction and directly influencing an increase in
added value. In the core processes of a company, inputs change into ou-
tputs (products/services) through which the company achieves its goals
and objectives. And so, in companies, we above all recognize those solu-
tions related to mastering core processes as being efficient. Core proces-
ses for the company are represented by capital in the form of knowledge,
which is necessary for the development of new ways of operating. Com-
This monograph deals with the management of business processes acti-
vities with an emphasis on core processes as well as their influence on
company performance. Management activities of core process (planning,
organizing, leading, controlling) were dealt with from an interest and in-
strumental point of view. A population base of 3,007 small and medium-
-sized companies (SME) from Slovenia were included in the survey. The
empirical research is based on a sample of 163 companies. By using struc-
tural modelling equations (SEM), we explored how management of core
processes influence company performance. Within the framework of the
management of core processes the performance of a company is most in-
fluenced from an interest perspective by planning, organizing, and lea-
ding while from an instrumental perspective by controlling. Company
performance was measured by use of financial, operational and compre-
hensive indicators. In the conclusion, we examined the implications for
companies in practice.
The competitiveness of a company comes from the competitiveness
of its processes, strictly speaking, its core processes. The core process in
a company is where we create new products and services as well as con-
tributing to customer satisfaction and directly influencing an increase in
added value. In the core processes of a company, inputs change into ou-
tputs (products/services) through which the company achieves its goals
and objectives. And so, in companies, we above all recognize those solu-
tions related to mastering core processes as being efficient. Core proces-
ses for the company are represented by capital in the form of knowledge,
which is necessary for the development of new ways of operating. Com-
