On the Importance of Organisational Culture and Structure in Business Process Maturity.

This article is dedicated to advance knowledge of the organisational role that culture and structure may have in business process maturity. The latter is a measure for the expected business process performance. Particularly, a two-fold approach was followed to explore whether the sequence of realising both organisational concepts matters. First, data mining was applied to find an existence dependency between a process-oriented organisational culture and structure among existing maturity types. Secondly, a literature study was conducted to find management theories that explain the interrelationship between business processes and a process-oriented organisational culture and structure. It turned out that a process-oriented organisational culture and structure are important to business process maturity, but to a different degree. As the organisational culture should precede the organisational structure, no business process maturity type affects structure, without affecting culture. This finding may help organisations reorganise properly, and underpins a holistic business process management discipline

How organisational transformation factors influence on market orientation and the effect of organisation culture? A study on Sri Lankan telecommunication sector

The telecommunication industry has become a key driving force of the Sri Lankan economy. The telecommunication as a service sector is highly competitive in the Sri Lankan market, which plays a vital role in the new digital era. The study has focused on Sri Lankan telecommunication industry by considering its frequently changing business environment. The concept of organisational transformation has been a major initiative for many organisations to survive in rapidly changing and competitive business environment. Telecom operators in Sri Lanka have taken many transformational initiatives within last ten to fifteen years based on different factors to face the competitive business environment. During transformational initiatives, telco operators have followed the success stories of international telecom operators or few transformational factors to achieve success. It is questionable whether they achieve expected targets. Tremendous efforts taken through various studies to identify the success factors of organisation transformation, but the failure factors were not highlighted to a considerable level. Most of the studies have considered few transformational factors at a time while analysing the market orientation components and this study address the research gap. The study has chosen positivism as the research philosophy and followed the deductive approach in justifying variables towards building the conceptual framework. The study measure the relationship between different variables and factors i.e. organisation leadership, resources, tructure, systems and innovation as independent variables, organisational culture as the mediating variable and market orientation as the dependent variable. The internal consistency and reliability of variables have been verified over a pilot study. The study has used a sample of 330,which represents different levels of executives in three major telecom operators in Sri Lanka. The different executive grade members were selected using stratified cluster sampling to receive responses using quantitative technique. The hypotheses were tested using Smart–PLS software and Bootstrapping option was used to examine the mediating effect. Results verified that organisational transformation significantly influence market orientation whilst the impact of transformation on organizational culture was also proven. The relationship between organizational culture and market orientation also proved and found a significant mediation effect of organizational culture on the relationship between organisational transformation and market orientation. The final chapter presents the overall summery with the recommendations for managerial implications