In today’s business landscape, organizations increasingly need to adopt modern process management approaches to gain a competitive advantage and improve performance. This study investigates these relationships, focusing specifically on performance effects within the organizational resilience (OR) dimension. The authors obtained 82 valid survey responses from professionals in operational roles. Data analysis was conducted using structural equation modeling (SEM) based on the partial least squares (PLS) approach. The results demonstrate that higher levels of business process management maturity positively affect OR behavior, with the strongest effect observed at the highest maturity stage. This indicates that organizational resilience is fundamentally linked to well-established and mature process structures. The model developed in this study explains 78.5% of OR. The study clarifies the degree to which process management affects OR outcomes. Although prior literature identifies five first-order constructs of process maturity, only the “innovated” dimension was found to be statistically meaningful in this research. Organizations that achieve advanced levels of process management maturity are better positioned to enhance OR, as structured process management reduces supply chain vulnerability and increases responsiveness to change.
