Teoría 1

The Business Process Management: A Successful Tool for Enhancing
Moroccan Firms’ social and financial Performance

Najat Toufah, Anicia Jaegler, Taj Kacem
In Projectics / Proyéctica / Projectique Volume 26, Issue 2, May 2020, pages
95 to 114
ISSN 2031-9703
ISBN 9782807393875
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Najat Toufah, Anicia Jaegler, Taj Kacem, «The Business Process Management: A Successful Tool for Enhancing Moroccan Firms’
social and financial Performance», Projectics / Proyéctica / Projectique 2020/2 (No 26) , p. 95-114
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THE BUSINESS PROCESS
MANAGEMENT: A
SUCCESSFUL TOOL FOR
ENHANCING MOROCCAN
FIRMS’ SOCIAL AND
FINANCIAL PERFORMANCE
Najat Toufah
Université Hassan II, FSJES Casablanca, Morocco
Anicia Jaegler
Kedge Business School, Talence, France

Taj Kacem
Université Hassan II, FSJES Casablanca, Morocco
A B S T R AC T
The following paper aims to study the effect of business process management
implementation on sustaining corporate social and financial performance. BPM
can result in significant business improvements with regards to cost reduction,
processing time reduction, non-conformities reduction, process synchronization,
information availability and knowledge capitalization. The rationale behind this
study, which is based on a quantitative case study among Moroccan manufactur-
ers, is to verify the assumed effect of implementing the BPM tool on the firms’
financial and social performance based on employees’ skills and commitment.
Results indicate that the adequate BPM implementation and use has a crucial role
to sustain the firms’ performance enhancement and business growth.
Keywords: Globalization, business process management, business optimization,

top management support, global performance.
proyéctica / projectics / projectique – n° 26 1

NA JAT TOUFAH, ANICIA JAEGLER, TA J K ACEM
RÉ SUMÉ
Le présent article a pour objectif d’étudier l’impact de l’implémentation du PBM
sur la performance sociale et financière de l’entreprise. Le BPM peut engendrer
des améliorations significatives tels que la réduction des coûts, la réduction des
temps de traitement, la diminution des non-conformités, la synchronisation des
processus, la disponibilité de l’information ainsi que la capitalisation des connais-
sances.
La contribution majeure de cette étude, basée sur une étude quantitative de cas
d’entreprises marocaines, est de vérifier l’effet imminent de l’implémentation du
PBM sur la performance financière et sociale, en particulier, sur les compétences
et l’engagement des collaborateurs. Les principaux résultats montrent qu’une
implémentation adéquate conjuguée à une utilisation efficace du BPM jouent
un rôle névralgique dans l’amélioration de la performance et la croissance de
l’entreprise appui de la haute direction, performance globale
Mots clés : Mondialisation, Gestion des processus d’entreprises, Optimisation de

la stratégie.
INTRODUCTION

Within globalization, the pace of doing business is accelerating and so is
the process of exchange internationalization. For this purpose, and thanks
to its geographical position, Morocco aspires to increase its competitive-
ness and attractiveness especially with regards to the European Union. In
agreement with its economic openness, Morocco has concluded many free
trade agreements with developed countries as well as with developing or
emerging countries. However, Moroccan firms’ competitiveness falls short
of expectations. Recognizing that globalization effects are not the same for
all Moroccan firms, it might have been rewarding for some, but many are
actually doomed to economic exclusion if their internal organization is not
adapted to compete effectively with the challenging context of globalization.
In this regard it may be appropriate to consider many factors to allow effec-
tive competition in the global market and enabling firm to respond adequa-
tely to the demanding global client, the later seeks not only a good product,
but also requires a good service.
The paper focuses on analyzing some internal factors that impede
Moroccans’ firm’s success. It is worth nothing that is no longer possible
to keep the same business management style or provide a similar form of
managing their processes as how it was done before. It is recommended to
develop an ad hoc strategy to the new context of exchange.
Based on the statement that Moroccan firms are facing more organiza-
tional issues than industrial issues « Moroccan Royal Institute for Strategic
2 projectique / projectics / proyéctica – n° 26

THE BUSINESS PROCESS MANAGEMENT: A SUCCESSFUL TOOL FOR ENHANCING
Studies (ires) ». This paper emphasizes restructuring firms’ business as key

success factor for securing sustainable competitive advantage (Walterbusch
et al., 2013), through the BPM approach that allows understanding, commu-
nicating, analyzing and monitoring the firms’ business processes, and even-
tually enables workflow organization which improve both effectiveness and
efficiency and allows firms to adapt to the consistently changing business
environment (Gazova et al., 2016). Similarly, this paper point out the impor-
tance of including the human factor in conjunction with the technical one for
reaching successful business organization. Additionally, it is paramount to
shed light on the value of the mission of optimization (Gazona et al., 2016),
which is not a mission to run only when non-conformities are identified, but
it should be reflected in the top management willingness to reach high per-
formance level (Nelis and Jeston, 2014).
Certainly, the BPM’s positive effect on firms’ competitiveness and growth
was highly analyzed in other contexts (Tomislav et al., 2012; Alegre, 2012;
Ahadi, 2004), but our aim is to check the possible impact of implementing the
BPM especially within the Moroccan manufacturers.
1. THEORETICAL FRAMEWORK
[BPM is defined as an integrated management philosophy and set of prac-
tices that include incremental or radical change in business processes. It

emphasizes continuous improvement and yet customers’ satisfaction and
employees’ involvement] (Hung, 2006, Houy et al., 2010). This definition puts
us in the picture about the benefits of using BPM within the organization but
also pushes us towards other factors contributing to the successful imple-
mentation of BPM.
BPM is a holistic approach that supports the process in its complete
lifecycle, from modelling, analysis, monitoring and optimization. Hammer,
(2015) defines the business process modelling as the prominent step of the
business process management cycle that allows a deep process analysis
and improvement (Lückmann and Feldmann, 2017).
The business process modelling is a valuable practice that allows
understanding, communicating, analysis, optimization and knowledge
capitalization (Tubigi and Alshawi, 2015). The information availability leads
to decreasing complexity within the company mostly the one which is gene-
rating from the real world (Alzoubi, 2015). As a matter of fact, the human
aspect is as important as the modelling and management tools used to reach
the company strategic objectives. In this regard, it is actually the participant
knowledge and commitment which lead to the successful and adequate use
of the business process management technics allowing the company to
master the process during all the stages of its lifecycle (Xiang, 2011). It also
enables to identify the invaluable tasks to eliminate and to target the origins
of no-conformity that are to remove or at least to closely monitor to reduce
the occurrence.
proyéctica / projectics / projectique – n° 26 3

The adequate use of business process modelling leads to understanding

the firms’ aim and helps the management set when, what, by whom the
process is performed, also for which purpose and what are the resources
needed to fulfill its function. Therefore, it leads to knowledge capitalization.
The necessity of ensuring the employee commitment and their com-
pliance with the BPM project is parap (Lückmann and Feldman, 2017). The
starting point to designing business process is definitely the most critical
step which is relying on employee’s involvement, information sharing,
proactivity, and displaying other behaviors that are beneficial to the success
of BPM implementation. Mitigating staff members’ resistance is of great
importance as well (Reza Ahadi, 2004). In this present paper we highlight the
employee involvement and commitment as the main success factor before,
as well as during and following BPM implementation (Dumitriu, 2018).
BPM for Global Performance

Enhancement
Gazova et al. (2016) draws attention to the tremendous positive improve-
ments that the BPM practices can generate for businesses in terms of the
cost, quality, speed and then service.
In the global market, time is one of the most important competitive
advantages. In this regard, we shed light on the effect of modelling business

processes, which allows process synchronization. In fact, knowing when
and where process is performed leads to minimizing the waiting time and so
automatizing the process operationalization and hence its synchronization.
Thanks to BPM, which is a visual process representation, firms can analyze
the business process and identify the unnecessary or repetitive tasks that
are not only origin of wasting time but also generate additional costs (Cherni
et al., 2019).
The self-running of process optimization allows the company to anticipate
the no-conformities and detect problems at the earlier stage, and therefore
to minimize it impact on firms’ results. Knowledge capitalization is also
in service of time and cost saving. The availability of information is one of
the most prominent results of BPM, which develops good understanding of
business orientation, fluent decision-making process and eventually leads
to reducing it processing time (West, 2011). All of these improvement areas
benefit the enhancement of the business financial performance. Many other
areas of improvement are identified, while analyzing the literature regarding
the corporate social performance. So, a set of social performance factors
that are likely be affected by the BPM implementation we presented as fol-
lows:
− Knowledge capitalization and Training staff members:
Business process modelling allows flow mapping and
thanks to the level of detail selected, it is a way to share
knowledge between all process users. Also process

mapping allow training new staff as it provide adequate

information for a better understanding of the workflow
performing (Nurmadewi, 2019).
− Improving firm reaction ability to deal with client claims
(staff members’ reactivity): thanks to BPM we can target
at any time who does what, when, how and what are the
resources required to performing it, thus for any client
request, we know who is responsible for what and who
is in charge of what (Lummus and Vokurka, 1999). This
information availability allows firms to keep flow fluency.
Also, it empowers the staff accountability in reacting
rapidly to solve any client inquiries (internal or external
client).
− Providing good work conditions: Thanks to the process
detail included, tasks specificities and clear attributes
of each staff member; such valuable information leads
to reducing the conflicting situation within the company,
each one in the company knows what are his/her tasks
and when it should be ensured (Waddock and Graves,
1997; Orlitzky and Shmidth, 2003; Allouche, 2005). All of
these properties lead to the decrease of the conflicting
situation occurrence and hence provide a better work
conditions.

− Ensuring productivity gains and turnover improvement;
The BPM leads to eliminate invaluable tasks and to iden-
tify improvement areas trough process analysis which
contributes to reducing processing time and time to
market thanks to process synchronization. Carry them
out, this actually one of the BPM advantages that lead
to improving employee productivity and hence firms’
turnover.
− Firms’ capability to increase customer loyalty: The
employees’ reactivity to respond to the client claims or
any requests builds a trust-based relationship between
the firm and its customers and eventually guarantees
long-term client loyalty (Nancy et al., 2014).
− Increasing firms’ flexibility: The BPM leads to a full
understanding of firms’ business process and hence
anticipate their possible behaviors. BPM helps to get a
global view of the process progress. Having access to
data at any time favour’s swift and proper acting whene-
ver change is required and allows adapting the process
to the new context, and consequently enhancing firms’
flexibility (Payyazhi, 2014).

2. THEORETICAL MODEL
AND HYPOTHESES
To approach our research main questions, we have relied on the socio-tech-
nical theory (STT) to guide our study structure. The organization is seen as
a work system (Bostrom and Heinen 1997) where it is necessary to consider
both systems: the technical and the social; Of course, the technical system is
linked directly to the process and it performing; how it transforms inputs to
outputs while the social system is related to the relationship among people;
how they behave, their skills and value (Xiang et al., 2014). Regarding the
principles of the STT we have concluded that the success of the global sys-
tem depends on the perfect matching between both systems.
Research hypotheses
In this paper we highlight the influence of the employee’s commitment and
skills to the success BPM implementation, which in return leads to the
enhancement of the corporate social and financial performance. We have
come up with three hypotheses that we present as follows:
The preliminary phases of BPM implementation encompass many prior
stages; as the identification of BPM implementation objectives, the selec-

tion of adequate BPM tool, the level of the required process detail should
obviously be consistent with the firms’ objectives (Alzoubi and Khafajy, 2015).
At this preliminary stage we rely on the employees’ ability to share informa-
tion and take initiative in order to carry out the process design or redesign.
The process pilot skills and commitment become highly important to the
success of the BPM implementation and hence success the work system
as a whole. As it is mentioned above in the theoretical section, the ESC is
to consider before, as well as during and following BPM implementation.
Employees’ engagement and reactivity to analyze dysfunctions or deal with
clients complain is definitely paramount (Lückmann and Feldmann, 2017).
BPM allows any authorized participant to have immediate access to informa-
tion, but if this participant is unable to look for needed information or cannot
analyze which pieces of information are critical to the decision making, then
investing in high technology or in the implementation of any form of business
process practices would be a waste of time and money.
The fact that all these prior factors are linked specifically to the employees
(top management, process users and technical staff members) skills and
commitment (ESC) (Ahadi, 2004; Xiang, 2012; Khan et al., 2014) bring us to
our first hypothesis:

H1: Employee skills and commitment

affect mainly the successful
implementation of BPM.
In fact, the relation between the BPM implementation and the firm’s financial
performance has been widely investigated in scientific research (Tomislav,
2012; Xiang, 2014). Our objective is to confirm this relation within Moroccan
context, and see whither the implementation of BPM positively affects the
Moroccan firms’ financial performance.
In this regard, our focus is to use the possible effect of modelling busi-
ness processes to reduce non-conformity, and eliminating repetitive tasks,
unnecessary tasks that are perceived to be invaluable and generate additio-
nal or undue fees.
We focus mostly on three dimensions: time, cost and non-conformity
reduction to analyze the effect of BPM on financial performance. The BPM
is hypothesized to positively affect the firm financial performance. Hence:
H2: Successful BPM implementation lead

to raising firm’s financial performance.
This research uses BPM successful implementation to support social perfor-

mance enhancement. As mentioned earlier, modelling business processes
properly should lead to successful process organization, information avai-
lability and hence knowledge capitalization (Watanabe, 2016). Thus, having
a clear visibility of resources required as the informational, material and
human resources lead to act correctly and properly to perform the business
processes.
We have used the aim of bpm which is the visual presentation of workflow
that also encompasses much information in detail about who is responsible
for performing the process, what are the material resources needed to
insure it function, where this process is performed, why it is performed
(what is the result expected by this process launch). All that information
can be generated by modelling any process, which lead to the reduction of
process management complexity and even conflicting situation to target the
responsible for every task linked to the process. This leads to better working
conditions and we prevent precarious situation. We have structured our
hypothesis as follow, to check the possible effect of BPM implementation on
the social performance enhancement.

H3: Successful BPM implementation lead

to raising firms’ social performance.
In this paper, a critical effect of employees’ commitment and skills is
highlighted to clarify how it would contribute to the successful BPM imple-
mentation. Which in turn lead to the financial and social performance
enhancement. In an attempt to demystify the effect of social aspect on firms’
performance we included in our research both these dimensions to test in
our context their effect of raising financial and social performance.
In order to test our hypotheses, a model has been designed. The inde-
pendent variable is the employee skills and commitment and the depended
variables are the BPM, the financial and the social performance, as the
figure 1 shows.
Figure 1. Research model


To summarize we present our three
hypotheses here below:
H1: Employee skills and commitment affect mainly the successful imple-
mentation of BPM.
H2: Successful BPM implementation leads to raising firm’s financial perfor-
mance.
H3: Successful BPM implementation leads to raising firms’ social perfor-
mance.
To check the validity of our hypothesis we have constructed a question-
naire where we focus mainly on the measures summarized in the table 1
below.

Table 1. Measures and theoretical origin
Dimension Variable Measure Origin of items

-Examining the impact of business process orientation
on organizational performance: the case of Croatia, (Lju-
-Top management involvement in the BPM bica et Vesna, 2017).
implementation. -Business process redesign project success: the role of
-Employees’ commitment and involvement in socio technical theory (Xiang, 2014).
BPM implementation. -Influence of strategic approach to BPM on financial and
-Top management is aware of the necessity to non- financial performance, H. Tomislav, V. Bosilj Vuksic,
ESC
team training M. Pejic Bach, 2012.
proyéctica / projectics / projectique – n° 26

-Top management shares its vision with pro- -Process modelling success factors and measures,
cess users. (Bandara, 2007).
- Employees are involved in the decision- -Analyzing The Effect Of Top Management Support On
making process. Information System Performance Across Organizations
And Industries Using Hierarchical Linear Modelling,
BPM (Thawatchai, 2005).
Practice
-The impact of business process management on busi-
-BPM lead to process documentation ness performance superiority, (Alzoubi, 2015).
-BPM lead to master operational system. -A Framework for Assessing BPM Success, (Malinova et
-BPM lead to organize the whole business al,. 2014)
activities. -Relationships between intra-organizational resources,
-BPM lead to process formalization and supply chain integration and business performance: An
BPM understanding extended resource-based view, (Dehui, 2014)
-BPM lead to monitoring business processes. -Business process redesign project success: the role of
-BPM facilitated communication and sharing socio technical theory (Xiang, 2014).
information between channel partners. -Corporate development with agile business process
-BPM lead to knowledge capitalization. modelling as a key success factor, (Paschek et al,. 2016).
-BPM allow unnecessary tasks elimination. - Business Process Modelling: Perceived Benefits,
(Recker et al., 2009).
9

10
Dimension Variable Measure Origin of items
Does BPM lead to:
- Reducing time to decision-making -An Emerging Industrial Business Model considering
- Deadline minimization Sustainability Evaluation and using Cyber Physical Sys-
- Processes Synchronization tem Technology and Modelling Techniques, (Watanabe et
- Reducing transition time al., 2016).
- Reducing order time analysis -Business process redesign project success: the role of
Financial
- Reducing delivery time socio-technical theory, (Xiang, 2014).
Performance
- Reducing transport cost -Relationships between intra-organizational resources,
- Reducing Non-quality & non conformity supply chain integration and business performance: An
- Reducing global cost extended resource-based view, (Dehui, 2014).
-Labor cost reduction -Influence of strategic approach to BPM on financial and
-Market share evolution non- financial performance, (Tomislav, 2012)
Global -Turnover evolution
Performance
-Productivity evolution
-Assessing social and environmental performance
-Customized offer
through narrative complexity in CSR reports, (Nazari et
-Client claim processing
al., 2017)
-Exceptional order processing
-An Emerging Industrial Business Model considering
-Employees’ integration in the decision-
Sustainability Evaluation and using Cyber Physical Sys-
Social Perfor- making process
tem Technology and Modelling Techniques, (Watanabe et
mance -Process users’ commitment
al., 2016).
-Optimization of the decision-making process
-The impact of ISO certification on firms’ financial per-
-Working condition improvement
formance, (Prodromos et al., 2015)
-Knowledge capitalization
-Business process redesign project success: the role of
-Information sharing
socio-technical theory, (Xiang, 2014).
-Resistance to change
projectique / projectics / proyéctica – n° 26

3. DATA COLLECTION
We have conducted a survey of Moroccan industrial firms, the choice of
sector is motivated by the need to target some specific sections encompas-
sing issues related to the processing time reduction, energy consumption
and hour labor and machine reduction. A total of 400 questionnaires were
distributed, from the stratified random sample of manufactures, 168 have
completed the survey, for response rate of 42%. Thirty-nine of the returned
questionnaires were deemed invalid because of one of the two reasons;
either because of the firms haven’t yet formalized their business processes;
this question allows us to spot the eligible organization to take part to this
survey, or because of too many values were missing or incomplete. Thus,
only 129 completed questionnaires were accepted. Our population covers all
branches of industry, and the demography of respondent organizations is
shown in the table 2 below.
Table 2. Respondent Demographics
Number % of total
Industries
Chemicals & pharmaceuticals 21 16,28%
Food and beverages 24 18,60%

Metal Products, machinery 25 19,38%
Textile & leather 32 24,81%
Assembly and other manufac-
27 20,93%
tures
Size (Number of employees) 129
D01 -50 11 8,53%
51- 100 21 16,28%
101-200 51 39,53%
> 201 46 35,66%
Note: n = 129
The questionnaire targeted only firms’ CEO, plant manager or the logis-
tics manager as it intended to generate information about the firm’s result,
vision and strategic objectives linked to BPM implementation. Also, it is to
highlight that each observation is unique and independent.
The results from the demographic distribution in the table 2 shows no
sign of response bias. For our selected data we accept only completed ques-
tionnaires to avoid the use of any technic of the imputation which consists of
replacing the missing value by the mean, this is not advised by the « struc-
tural equation modelling (SME) » as it reduces the variance and biases data
reports. Furthermore, the Smart PLS mobilizes specific estimation method
to treat this issue of missing data.

4. DATA ANALYSIS AND

RESEARCH FINDING
In order to confirm or to reject our hypothesis we have used «partial least
squares (Smart PLS) 3.2.8» to analyze the data collected. SmartPLS is a
software with a graphical user interface for variance-based «structural
equation modelling (SEM)», using the partial least squares (PLS) path
modelling method. (Ringle, 2005).
Our empirical study is structured as the figure synthesize below.
Figure 2. Research methodology


The first step is to verify the measurement model; we have mobilized
the composite reliability so as so to check the relation between measures
used and the latent variable. It means to examine the relation between the
measures used for each variable and verify if does it explain statistically the
acceptance of the measures. In case of weak score (less than 0,7) we should
withdraw the measure unless this later jugged necessary to explain the
nature of the impact expected and if it doesn’t affect the global result. The
appendix includes the outer loading table measures.
The model’s reliability and validity has been measured using the
Cronbach’s Alpha for each variable. Cronbach alpha is a measure based on
the correlation between items used in the same test. This measure is accep-
table when the score obtained exceed 0,7.
We have added another indicator called Rho Dillon Goldstein, which is
advocated to test the reliability and measure precision. This statistical mea-
sure is significant when it exceeds 0.7.
The Discriminant Validity

To check the discriminant validity, we have chosen the HTMT Heterotrait-
Monotrait ratio which is a new analysis for assessing the discriminant vali-
dity in PLs structural equation modelling. When the measure score is less

than 0.9 we say that the discriminant validity is established, if it is more than
0.9 it’s not established.
If we succeed the entire previous steps, we can check the global model
validity by calculating the « goodness of fit (GOf)». It’s a measure to check
the predictive accuracy. This measure is significant if its score exceeds 0.36.
Once the previous steps are successfully accomplished, we test the
hypothesis statistical validity by means of P-value, the path coefficient, the
score of this measure should be less than 0.1 to determine the significance
of our result. And it indicates strong evidence against the null hypothesis, so
we reject the null hypothesis.
Results*
All our results are generated by the SmartPLS (Ringle et al., 2015).
"SmartPLS 3." Boenningstedt: SmartPLS GmbH, http://www.smartpls.com.
Table 3. Reliability convergent
Cronbach’s Composite
rho_A AVE
Alpha Reliability
BPM 0,881 0,887 0,905 0,543
Financial
0,928 0,931 0,939 0,608

performance
ESC 0,852 0,856 0,900 0,694
Social perfor-
0,867 0,873 0,896 0,523
mance
This table (3) contains the results generated by the Smart PLS 3.2.8
(2018), it is shown that all our measures are accepted. Then, we use « the
Heterotrait-Monotrait ratio (HTMT) » measure to assess discriminant relia-
bility. This measure is accepted when the HTMT value is below 0.90 (Ringle
and Sartedt, 2015).
Discriminant reliability: HTMT

Table 4. Discriminant reliability
Financial Social
BPM
performance
ESC
performance
BPM
Financial
0,837
performance
ESC 0,826 0,787
Social performance 0,873 0,746 0,832

All obtained scores are below 0,9; it means that the discriminant validity
has been established, hence it allows us to check the reliability of the global
model.
GOF: Goodness of fit.

The goodness of fit can be calculated by using the equation below:
GOF = (R 2 * AVE )
The obtained measures are summarized

in the table bellow.
Table 5. Goodness of fit measurement
R Square AVE
BPM 0,540 0,543
Financial performance 0,627 0,608
Social performance 0,611 0,523

GOF 0,574
We can conclude that the reliability of the global model is confirmed the
Gof measure above the level of acceptance which is 0,36 (Fornell and larcker,
1981).
To check the statistic validity of our hypothesis we calculate the p value
that is a statistic generated by the SmartPLS 3.2.8.
Table 6. Hypotheses Statistics validity
Original Standard T Statis-

Sample P
Sample
Mean (M)
Deviation tics (|O/
Values
(O) (STDEV) STDEV|)
BPM -> Financial
0,792 0,796 0,043 18,265 0,000
performance
BPM -> Social
0,781 0,783 0,039 20,106 0,000
performance
ESC -> BPM 0,735 0,740 0,036 20,263 0,000
All our p-values are below 0,1, which is the limit of acceptance of the
hypothesis (Biau et al., 2009). Our score obtained for all relation equal 0 this

indicates strong evidence against the null hypothesis, so to reject the null
hypothesis.
− -The results allow us to confirm the possible impact of
employees’ commitment and skills on a successful busi-
ness process management practice implementation.
− -The positive impact of BPM implementation on the finan-
cial performance and social performance enhancement.
The hypothesis acceptability leads to validating our model.
Thanks to the business process modelling, Moroccan firms can res-
tructure their global organization around their business processes. The full
understanding and the employees’ commitment are the key factor to suc-
cess the process optimization and hence securing sustainable competitive
advantage.
It is to consider the factors leading to the successful business process
management implementation; we have highlighted the necessity to join both
the human and technical systems to obtain a sustainable business growth.
Moroccan firms can rely on their process structuration to reduce the
organizational issues that hindering its attractiveness and competitiveness
to respond on time to client needs. BPM leads to process synchronization
thanks to information availability that automatizes the process of decision-
making and hence reducing wasting time or prevents any precarious situa-
tion (Watanabe et al., 2016).

The main conclusion that can be drawn from our study is that the focus
should be mainly put on the restructuring firms’ business processes and
internal organization while improving in parallel the macroeconomics
aspects to lead firms to compete effectively with the multinational firms
(Bititci et al., 2011).
5. DISCUSSION AND CONCLUSION

This research used three hypotheses to investigate the relationship between
implementing the BPM tool within the organization and enhancing its finan-
cial and social performance using the employee skills and commitment
factor. All of our hypotheses were accepted, thus, we suggest that to achieve
the organization’s objectives (enhancing firms’ performance) through the
implementation of the BPM tool goes necessary through ensuring the full
commitment of the firms’ staff members from the top management to the
blue collar.
The BPM project should be conducted with regard to firms’ specific objec-
tives and its employee skills. Our finding suggests that to stick with firms’
key objectives and to keep the employees motivated and willing to cope with
the firm management philosophy, it is paramount to incorporate them in all

BPM implementation stages and to share with them the top management
vision.
Indeed, our study demonstrates that for some firms, the focus was mainly
on implementing technical systems, this represents a complete failure des-
pite the huge investment in acquiring the latest versions of modelling and
monitoring business process tools. Therefore, the good fit is a necessary
condition, if investing in the purchase of very powerful tool to BPM, while
firm’s facing a lack of skill it often results in the failure of the BPM project
(Dumitriu, 2018).
The original aspect of our work is its theoretical contributions; instead of
focusing on the top management as a successful factor to insure successful
BPM implementation, this study confirms the important role employees play
in achieving the firms’ goals, especially when it comes not only to the suc-
cess of BPM implementation, but most importantly to sustaining business
process operationalization which is actually a major issues for lots of firms
that calls on outside expertise in order to implement the BPM.
This present study has confirmed the links between the BPM implemen-
tation and the financial and the social performance in our Moroccan context.
Our finding leads to increase the manager awareness of what are the dif-
ferent benefits to gain from information and top management vision sharing
with employees which include improving employee productivity, better work
conditions and increasing firms’ revenue.
Like any scientific research, our study presents some limits that are

linked to the sample size and also the need to extend the analysis to all orga-
nization regardless their business sector. Finally, this research assesses the
BPM implementation, it necessitates more analysis of the BPM implemen-
tation life cycle and should in addition examine specific business process
modelling tools to further demonstrate its benefit on saving cost and time,
and to demonstrate how it can lead to process synchronization.
In future research, the focus will be twofold: the first should be in inves-
tigating more deeply performance measurement systems and carrying out
detailed analysis to measure the relevance of actions undertaken for busi-
ness processes’ optimization. The second should be dedicated to analyze the
effect of the BPM implementation on enhancing corporate social responsi-
bility with the focus on the reverse logistics activities as well as the social
factor integration.
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APPENDIX1:
The Outer loading measures
Financial Social
BPM
performance
PSC
performance
BPM6 0,730

BPM9 0,741
BPM12 0,703
BPM13 0,730
BPM14 0,709
BPM20 0,730
BPM25 0,806
BPM1 0,741
FP5 0,810
FP6 0,795
FP11 0,843
FP13 0,783
FP15 0,804
FP16 0,810
FP21 0,825
FP23 0,612
FP31 0,767
FP33 0,726
ESC3 0,892
ESC7 0,793

Financial Social
BPM
performance
PSC
performance
ESC8 0,863
ESC12 0,779
SLeP2 0,595
SLeP3 0,714
SLeP4 0,718
SLeP5 0,820
SLeP16 0,716
SLeP17 0,820
SLeP18 0,779
SLeP21 0,583
Generated by the SmartPLS: Ringle, C. M., Wende, S., and Becker, J.-M. 2015.
"SmartPLS 3." Boenningstedt: SmartPLS GmbH, http://www.smartpls.com.

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The Business Process Management: A Successful Tool for Enhancing

Moroccan Firms’ social and financial Performance

Available online at:

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Keywords: Globalization, business process management, business optimization,

proyéctica / projectics / projectique – n° 26 1

Mots clés : Mondialisation, Gestion des processus d’entreprises, Optimisation de

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Studies (ires) ». This paper emphasizes restructuring firms’ business as key

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proyéctica / projectics / projectique – n° 26 3

The adequate use of business process modelling leads to understanding

BPM for Global Performance

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mapping allow training new staff as it provide adequate

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H1: Employee skills and commitment

H2: Successful BPM implementation lead

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proyéctica / projectics / projectique – n° 26 7

H3: Successful BPM implementation lead

Figure 1. Research model

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Table 1. Measures and theoretical origin

Dimension Variable Measure Origin of items

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Table 2. Respondent Demographics

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4. DATA ANALYSIS AND

Figure 2. Research methodology

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The Discriminant Validity

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Table 3. Reliability convergent

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Discriminant reliability: HTMT

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GOF: Goodness of fit.

The obtained measures are summarized

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Table 6. Hypotheses Statistics validity

Original Standard T Statis-

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5. DISCUSSION AND CONCLUSION

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Allouche J. Laroche P. (2005). Responsabilité sociale et performance financière des

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Khan S. U R. Choi Sang Long J. I. Muhammad S. (2014). Top Management Support, a Potential

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