Managerial processes: business processes that sustain performance

Bititci, U. and Ackermann, F. and Ates, Aylin and Davies, John and Garengo, Patrizia and Gibb, Stephen and Macbryde, Jillian and Mackay, David and Maguire, Catherine and Van Der Meer, Robert and Shafti, Farhad and Bourne, Michael and Firat, Sinaye Umit (2011) Managerial processes: business processes that sustain performance. International Journal of Operations and Production Management, 31 (8). 851 - 891. ISSN 0144-3577

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Abstract

It is argued that whilst operational and support processes deliver performance presently, it is the managerial processes that sustain performance over time. The purpose of this research paper is to better understand how managerial processes influence performance. The theoretical background is reviewed covering literature around business process management, resourced based view, dynamic capabilities and managerial processes. A research framework leads to qualitative case study based research design. Data is collected from 37 organisations across Europe, classified according to their performance. Findings suggest that the five managerial processes and their constituent managerial activities identified through the empirical research influence performance of organisations as an interconnected managerial system rather than as individual processes and activities. And that, the execution and maturity of this managerial system is influenced by the perceptions of the managers who organise the managerial system. Within the limitation of the study the discussion leads to eight research propositions that contributes to our understanding of how managerial processes influence organisational performance. These propositions and ensuing discussion provides insights in to the content and structure of managerial processes as well as contributing to the debate on resource based view resources by suggesting that managerial processes and activities could be considered as valuable, rare and inimitable resources. Furthermore, the discussion into how managerial perceptions influence the organisation and execution of the managerial system contributes towards our understanding of how and why dynamic capabilities develop. The results suggest that in higher performing organisations managers: demonstrate a wider awareness of the overall managerial system; achieve a balance between short-term and future-oriented activities; exploit their managerial activities for multiple purposes; demonstrate greater maturity of managerial activities; pay greater attention to organisation of the managerial system.Originality - This paper presents one of the first empirical studies that attempts to understand how business processes, and particularly managerial processes, as an interconnected managerial system serve to sustain performance of organisations.

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