TY  - JOUR
T1  - Business Process Management Maturity as a Driver of Organizational Resilience: An Empirical SEM Analysis ‎
A1  - Sven Larsson
A1  - Erik Johansson
A1  - Anna Nilsson
JF  - Annals of Organizational Culture, Leadership and External Engagement Journal
JO  - Ann Organ Cult Leadersh Extern Engagem J
SN  - 3108-4176
Y1  - 2026
VL  - 7
IS  - 1
DO  - 10.51847/Tuo7KkvUZU
SP  - 107
EP  - 116
N2  - 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.
UR  - https://apsshs.com/article/business-process-management-maturity-as-a-driver-of-organizational-resilience-an-empirical-sem-anal-nev6wrwkexnm7ju
ER  -