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Stains on the Bright Side of Process-Oriented Organizational Designs: an Empirical Investigation of Advantages and Disadvantages

Author

Listed:
  • Michael Leyer

    (Universität Rostock)

  • Jutta Stumpf-Wollersheim

    (Technische Universität München)

  • Daniel Kronsbein

    (Frankfurt School of Finance & Management)

Abstract

Empirical and anecdotal evidence point to the advantages of a process orientation from an organizational perspective but do not explicitly consider the potential disadvantages or the employee’s perspective. However, to be able to profit from a process orientation, organizations undergoing a transformation of their organizational structure must ensure that employees adopt a process orientation in their daily work. The purpose of this study is to show the employees’ perspectives on potential (dis)advantages of a process orientation. We surveyed employees in the financial services sector (N = 1,101) with an exploratory design that uses open questions on the main advantages and disadvantages of process orientation. Based on the survey data, we observe advantages that extend beyond those reported by prior research. Additionally, we find that employees partly perceive a process orientation as disadvantageous; this perception, in turn, may lead to the resistance of employees in times of organizational transformations. The findings can serve as a guideline for managers when introducing process orientation in highlighting which disadvantages should be mitigated and which advantages should be emphasized.

Suggested Citation

  • Michael Leyer & Jutta Stumpf-Wollersheim & Daniel Kronsbein, 2017. "Stains on the Bright Side of Process-Oriented Organizational Designs: an Empirical Investigation of Advantages and Disadvantages," Schmalenbach Business Review, Springer;Schmalenbach-Gesellschaft, vol. 18(1), pages 29-47, February.
    • Handle: RePEc:spr:schmbr:v:18:y:2017:i:1:d:10.1007_s41464-016-0020-9
    DOI: 10.1007/s41464-016-0020-9
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    References listed on IDEAS

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    1. Véronique Ambrosini & Cliff Bowman, 2001. "Tacit Knowledge: Some Suggestions for Operationalization," Journal of Management Studies, Wiley Blackwell, vol. 38(6), pages 811-829, September.
    2. Hammer, Michael & Champy, James, 1993. "Reengineering the corporation: A manifesto for business revolution," Business Horizons, Elsevier, vol. 36(5), pages 90-91.
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    Cited by:

    1. Alina Alecse Stanciu & Iuliana Camelia Stoenica & George Adrian Bilcan & Gina Nuti Gheltu, 2018. "Managerial Culture - Factor of Influence of Performance," Academic Journal of Economic Studies, Faculty of Finance, Banking and Accountancy Bucharest,"Dimitrie Cantemir" Christian University Bucharest, vol. 4(1), pages 50-53, March.

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