Business process management-oriented organizational flexibility and performance: a literature overview

Abstract

In an intense, dynamic, and uncertain environment that is the reality of the 21st century, business process management (BPM) oriented organizational flexibility plays a crucial role in the survival and success of business entities. BPM-oriented organizational flexibility is the concept that determines how well organizations employ their dynamic capabilities and how and to what extent they adapt to changing realities. Flexibility practices are considered to have a significant impact on business competitiveness, long-term survival, and improved performance. The importance of flexibility becomes especially evident during global crises and disasters when organizations face economic fluctuations. In this context, the aim of this article is to conceptualize BPM-oriented organizational flexibility and its role in improving organizational performance. Drawing on the resource-based view and dynamic capabilities theory, we conduct a literature overview of BPM-oriented organizational flexibility, specifically examining its four types – strategic, structural, human resource, and process ones, together with their roles in organizational performance.