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Article
Publication date: 27 September 2019

Grzegorz Kunikowski, Anna Kosieradzka and Urszula Kąkol

The purpose of this paper is to present a proposal for the methodology of developing rescue plans and the concepts of applying recommended response schedules in the context of the…

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Abstract

Purpose

The purpose of this paper is to present a proposal for the methodology of developing rescue plans and the concepts of applying recommended response schedules in the context of the State Fire Service’s planning responsibilities (preparation) and public administration (reconciliation and approval), according to the legal order in force in Poland. In the proposed concept, recommended schedules are built on the basis of the matches and successes identified according to the criteria, i.e. the best carried out rescue actions from the register of reports.

Design/methodology/approach

The paper is based on the analysis of existing legal status and policy in Poland as well as the selected relevant academic literature.

Findings

The result is the formulation of a methodology for drawing up the rescue plans to the extent required by law and proposing a concept for the method of developing and applying recommended response schedules, supporting operational planning and conducting rescue operations.

Practical implications

The proposed methodology is to support the procedure of drawing up rescue plans by implying and implementing them into IT solutions. The suggested recommended response schedules, based on observations and conclusions from the analysis of the past rescue operations, may present circumstances and sequences of the use of forces and measures that have had beneficial effects in the past. An in-depth analysis of historical data from the conducted rescue operations may also be used to determine time indicators for the response phase.

Originality/value

The proposed solutions complement the methods currently used by public administration in Poland. The concept can also be inspiring for the State Fire Service (PSP) which has its own analytical tools in the form of a decision support system and registers of rescue operations carried out. The PSP may undertake the practical verification of the presented methodology for preparing rescue plans and recommended response schedules.

Details

Disaster Prevention and Management: An International Journal, vol. 29 no. 3
Type: Research Article
ISSN: 0965-3562

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Article
Publication date: 7 January 2025

Paweł Mielcarek, Anna Chwiłkowska-Kubala, Szymon Cyfert and Michał Chomicki

The drive to optimise operations and align them with customer needs is encouraging decision-makers to adopt process approaches. Simultaneously, organisations that improve their…

59

Abstract

Purpose

The drive to optimise operations and align them with customer needs is encouraging decision-makers to adopt process approaches. Simultaneously, organisations that improve their processes are beginning to recognize the importance of business process maturity in improving performance. Meanwhile, the dynamics of environmental change provide an incentive to use agility as a mechanism for organisational adaptation. It can be seen that there is a potential conflict between agility and process maturity, as while maturity requires stability, ensuring agility emphasizes variability. Based on studies that combine the concepts of process management and the business performance concept, this paper aims to examine the impact of business process agility on business performance and to assess the impact of business process maturity on this relationship.

Design/methodology/approach

Using structural equation modelling and cluster analysis, we analysed data collected from a survey of 300 respondents to understand the relationship between business process agility, process maturity and business performance.

Findings

Our study brings to light the role of business process agility in mediating the impact of process maturity on business performance. The results suggest that although process maturity, as a mediating variable between business process agility and business performance, has a noticeable impact on business performance, the strength of this impact is limited. Conversely, the high intrinsic similarity of business process agility and business performance observed in the cluster analysis related to process maturity levels suggests that the component constructs are strongly related.

Research limitations/implications

The research procedure contains several limitations. The first is the use of a single respondent approach, which can make it difficult to assess an entire organisation in terms of complex issues such as process agility and business performance. The second comes from the nature of quantitative research and the tool used, which is a survey questionnaire. The limitation in this area is the static approach to the relationship between variables, which allows for one iteration of research. Meanwhile, explaining the results requires another study to be conducted, for example, using the case study method, which can lead to a satisfactory saturation of information on a given topic. Another important limitation is the reduction of a broad-scale describing process maturity to the form of a managerial diagnosis, where respondents themselves assess the level of maturity based on the indicated characteristics.

Practical implications

Our findings allow us to draw several conclusions regarding process management. Firstly, our observation that BPA is key to improving PMA indicates that managers aiming to achieve an appropriate level of process maturity should focus on assessing and developing the right capabilities to adapt quickly and effectively to the market environment. This action should be reinforced not only through employee training but also by matching appropriate cultural patterns and employee incentive systems. Secondly, the identified relationship indicating a significant impact of BPA on BP with the mediating role of PMA implies the necessity to orchestrate BPA and PMA in order to achieve BP. This suggests that the level of BPA should be aligned with the PMA at which the organisation is currently operating or aspires to achieve. Too low or too high a level of BPA intensity may be insufficient or unproductive from a process maturity perspective. Therefore, it is recommended that managers identify the PMA level and subsequently develop the capacity to adapt to change and control uncertainty within BPA. Thirdly, the patterns of similarity of the positions identified for BPA and BP in relation to PMA (see Table 7) can provide managers with an indication of which BPA capabilities at particular levels of PMA need to be strengthened and developed in order to achieve specific results in the area of BP.

Originality/value

The research contributes to the development of process management theory by clarifying the role of process maturity as a mediating variable in the relationship between business process agility and business performance. The study confirms that business process agility plays a key role in shaping business performance and that the impact of business process agility on business performance is reinforced by process maturity. This reflects the dynamism and unpredictability of the environment, which translates into the need for companies to evolve towards greater business process agility so as to ensure an appropriate level of business performance.

Details

Business Process Management Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-7154

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