Аннотації
24.09.2025
У цьому дослідженні вивчається, як інтеграція планування ресурсів підприємства (ERP) з системами управління бізнес-процесами (BPMS) підвищує стійкість організації в кризових умовах за допомогою динамічної моделі розподілу ресурсів. Конвергентний паралельний дизайн змішаних методів був застосований у чотирьох анонімних організаціях: комунальних службах, будівництві, водних технологій та енергетиці. Дані були отримані з оперативних журналів, 47 напівструктурованих інтерв'ю та спостережень за моделюванням кризових ситуацій протягом 8-12 місяців до і після впровадження ERP-системи управління підприємством. Емпіричні результати свідчать про скорочення часу реагування на кризові ситуації на 35-50%, зменшення витрат, пов'язаних з кризою, на 20-30% та покращення безперервності роботи на 5-15%. Поєднуючи інформаційні панелі в режимі реального часу, прогнозну аналітику та структуровані протоколи перевизначення, модель поєднує автоматизовану ефективність з людським судженням. Менші фірми досягли результатів, порівнянних з більшими, коли пріоритетом було соціально-технічне узгодження. Ця робота розвиває науку управління бізнес-процесами, ілюструючи, як конфігуровані параметри (α, β, γ), що представляють вартість, безперервність і репутацію, дозволяють гнучко реконфігурувати бізнес-процеси в нестабільних умовах. Наведені приклади ставлять під сумнів припущення, що переваги цифрової трансформації залежать від організаційного масштабу, і підкреслюють, що структурована співпраця між людьми і системами має важливе значення для збереження досягнутих у кризових умовах результатів діяльності.
This study investigates how integrating Enterprise Resource Planning (ERP) with Business Process Management Systems (BPMS) enhances organizational resilience in crisis contexts via a dynamic resource allocation model. A convergent parallel mixed-methods design was employed across four anonymized organizations: utilities, construction, water technology, and energy. Data were drawn from operational logs, 47 semi-structured interviews, and crisis simulation observations over 8–12 months before and after the implementation of the ERP-BPMS. The empirical results show a 35–50% reduction in crisis response times, 20–30% decrease in crisis-related costs, and 5–15% improvement in operational continuity. By combining real-time dashboards, predictive analytics, and structured override protocols, the model combines automated efficiency with human judgment. Smaller firms achieved gains comparable to those of larger ones when socio-technical alignment was prioritized. This work advances Business Process Management scholarship by illustrating how configurable parameters (α, β, γ), representing cost, continuity, and reputation, permit agile reconfiguration under disruptive conditions. The multi-case evidence challenges the assumption that digital transformation benefits hinge on an organizational scale and highlights structured human–system collaboration as essential to sustaining crisis performance gains.
1. Bundy, J., Pfarrer, M. D., Short, C. E., and Coombs, W. T. (2017), “Crises and crisis management: Integration, interpretation, and research development”, Journal of Management, Vol. 43, No. 6, pp. 1661–1692. DOI: https://doi.org/10.1177/0149206316680030.
2. Duchek, S. (2020). Organizational resilience: a capability-based conceptualization. Business Research, 13 (1), 215–246. https://doi.org/10.1007/s40685-019-0085-7.
3. He, Z., Huang, H., Choi, H., & Bilgihan, A. (2022). Building organizational resilience with digital transformation. Journal of Service Management, 34(1), 147–171. https://doi.org/10.1108/josm-06-2021-0216.
4. Houy, C., Fettke, P., and Loos, P. (2010), “Empirical research in business process management – Analysis of an emerging field of research”, Business Process Management Journal, Vol. 16, No. 4, pp. 619–661. DOI: https://doi.org/10.1108/14637151011065946.
5. Kerpedzhiev, G., König, U., Röglinger, M., & Rosemann, M. (2021). An exploration into future business process management research: results from a Delphi study. Business & Information Systems Engineering, 63 (2), 83–96. https://doi.org/10.1007/s12599-020-00637-0.
6. Metwally, A. B. M., Ali, H. A. A., Ali, M. A. S., & Aly, S. A. S. (2024). The Interplay between Digital Technologies, Supply Chain Resilience, Robustness and Sustainable Environmental Performance: Does Supply Chain Complexity Matter? Sustainability, 16(14), 6175. https://doi.org/10.3390/su16146175.
7. Tian, J., & Dai, Y. (2020). Looking at resilience of socio-technical systems from the view of coordinated control. Cognition, Technology & Work, 24(1), 147–160. https://doi.org/10.1007/s10111-020-00650-z.
8. Weber, M. M., Pedell, B., & Rötzel, P. G. (2024). Resilience-oriented management control systems: a systematic review of the relationships between organizational resilience and management control systems. Journal of Management Control, 35 (4), 563–620. https://doi.org/10.1007/s00187-024-00385-2.
9. Tworek, K., Maj, J., Bieńkowska, A., & Hawrysz, L. (2023). The Model of Organizational Performance Based on Employees’ Dynamic Capabilities–Verification During Crisis Caused by Black Swan Event. IEEE Access, 11, 45039–45055. https://doi.org/10.1109/access.2023.3273608.
10. Sahebalzamani, S., Jørgensen, E. J. B., Bertella, G., & Nilsen, E. R. (2022). A Dynamic Capabilities Approach to Business Model Innovation in Times of Crisis. Tourism Planning & Development, 20 (2), 138–161. https://doi.org/10.1080/21568316.2022.2107560.
11. Bhattacharya, M., Ramakrishnan, T., & Fosso Wamba, S. (2023). Leveraging ERP systems for improving ERP effectiveness in emergency service organizations: an empirical study. Business Process Management Journal, 29 (3), 710–736. https://doi.org/10.1108/bpmj-06-2022-0303.
12. Mendling, J., Pentland, B. T., & Recker, J. (2020). Building a complementary agenda for business process management and digital innovation. European Journal of Information Systems, 29 (3), 208–219. https://doi.org/10.1080/0960085x.2020.1755207.
13. Verhoef, P. C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Dong, J. Q., Fabian, N., & Haenlein, M. (2021). Digital transformation: A multidisciplinary reflection and research agenda. Journal of Business Research, 122, 889–901. https://doi.org/10.1016/j.jbusres.2019.09.022.
14. Furjan, M. T., Pihir, I., & Tomičić-Pupek, K. (2020). Understanding Digital Transformation Initiatives: Case Studies Analysis. Business Systems Research Journal, 11 (1), 125–141. https://doi.org/10.2478/bsrj-2020-0009.
15. Zhang, X. (2024). The Impact of Digital Technologies on Supply Chain Resilience: A Framework Analysis. Advances in Economics, Management and Political Sciences, 140 (1), 155–161. https://doi.org/10.54254/2754-1169/2024.ga18772.
16. Browder, R. E., Koch, H., & Dwyer, S. M. (2023). Upgrading adaptation: How digital transformation promotes organizational resilience. Strategic Entrepreneurship Journal, 18 (1), 128–164. https://doi.org/10.1002/sej.1483.
17. Postolea, I. D., & Bodea, C.-N. (2022). Building Resilience Through Digital Transformation (pp. 371–381). Springer singapore. https://doi.org/10.1007/978-981-16-8866-9_31.
18. Yin, R. K. (2018). Case study research and applications: Design and methods (6th ed.). Sage Publications.
19. Eisenhardt, K. M., & Graebner, M. E. (2007). Theory Building From Cases: Opportunities And Challenges. Academy of Management Journal, 50 (1), 25–32. https://doi.org/10.5465/amj.2007.24160888.
20. Priyono, A., Moin, A., & Putri, V. N. A. O. (2020). Identifying digital transformation paths in the business model of SMEs during the COVID-19 pandemic. Journal of Open Innovation: Technology, Market, and Complexity, 6(4), 104. https://doi.org/10.3390/joitmc6040104
21. Panetto, H., Iung, B., Ivanov, D., Weichhart, G., & Wang, X. (2019). Challenges and trends for the digital transformation of enterprise systems. Annual Reviews in Control, 47, 200–213. https://doi.org/10.1016/j.arcontrol.2019.02.002.
22. Zhang, X., & Li, Z. (2025). Research on the Mechanisms of Organizational Resilience Formation in the Context of Digital Transformation. Financial Economics Research, 2(1), 40–47. https://doi.org/10.70267/7ew71h22.
23. Escobar-Rodriguez, T., Escobar-Pérez, B., and Monge-Lozano, P. (2014), “Technical and organisational aspects in enterprise resource planning systems implementation: Lessons from a Spanish public hospital”, Enterprise Information Systems, Vol. 8, No. 5, pp. 533–562. DOI: https://doi.org/10.1080/17517575.2012.713122.
24. Balić, A., Kuloglija, E., Turulja, L., & Pejić-Bach, M. (2022). ERP Quality and the Organizational Performance: Technical Characteristics vs. Information and Service. Information, 13(10), 474. https://doi.org/10.3390/info13100474.
25. Papadopoulos, T., Baltas, K. N., & Balta, M. E. (2020). The use of digital technologies by small and medium enterprises during COVID-19: Implications for theory and practice. International Journal of Information Management, 55, 102192. https://doi.org/10.1016/j.ijinfomgt.2020.102192.
26. Brem, A., Nylund, P. A., & Roshani, S. (2023). Unpacking the complexities of crisis innovation: a comprehensive review of ecosystem-level responses to exogenous shocks. Review of Managerial Science, 18 (8), 2441–2464. https://doi.org/10.1007/s11846-023-00709-x.
27. Ulusan, A. (2021). Optimizing post-disruption response and recovery operations to improve resilience of critical infrastructure systems [northeastern university library]. https://doi.org/10.17760/d20324048.
28. E.R, M., Astuti, H. M., & Hanggara, B. T. (2018). Model for BPM implementation assessment: evidence from companies in Indonesia. Business Process Management Journal, 25 (5), 825–859. https://doi.org/10.1108/bpmj-08-2016-0160.
29. Ploder, C., Bernsteiner, R., Walter, J., & Schlögl, S. (2021). Critical Success Factors of Hybrid-ERP Implementations (pp. 305–315). springer. https://doi.org/10.1007/978-3-030-81635-3_25.
1. Bundy, J., Pfarrer, M. D., Short, C. E., and Coombs, W. T. (2017), “Crises and crisis management: Integration, interpretation, and research development”, Journal of Management, Vol. 43, No. 6, pp. 1661–1692. DOI: https://doi.org/10.1177/0149206316680030.
2. Duchek, S. (2020). Organizational resilience: a capability-based conceptualization. Business Research, 13 (1), 215–246. https://doi.org/10.1007/s40685-019-0085-7.
3. He, Z., Huang, H., Choi, H., & Bilgihan, A. (2022). Building organizational resilience with digital transformation. Journal of Service Management, 34(1), 147–171. https://doi.org/10.1108/josm-06-2021-0216.
4. Houy, C., Fettke, P., and Loos, P. (2010), “Empirical research in business process management – Analysis of an emerging field of research”, Business Process Management Journal, Vol. 16, No. 4, pp. 619–661. DOI: https://doi.org/10.1108/14637151011065946.
5. Kerpedzhiev, G., König, U., Röglinger, M., & Rosemann, M. (2021). An exploration into future business process management research: results from a Delphi study. Business & Information Systems Engineering, 63 (2), 83–96. https://doi.org/10.1007/s12599-020-00637-0.
6. Metwally, A. B. M., Ali, H. A. A., Ali, M. A. S., & Aly, S. A. S. (2024). The Interplay between Digital Technologies, Supply Chain Resilience, Robustness and Sustainable Environmental Performance: Does Supply Chain Complexity Matter? Sustainability, 16(14), 6175. https://doi.org/10.3390/su16146175.
7. Tian, J., & Dai, Y. (2020). Looking at resilience of socio-technical systems from the view of coordinated control. Cognition, Technology & Work, 24(1), 147–160. https://doi.org/10.1007/s10111-020-00650-z.
8. Weber, M. M., Pedell, B., & Rötzel, P. G. (2024). Resilience-oriented management control systems: a systematic review of the relationships between organizational resilience and management control systems. Journal of Management Control, 35 (4), 563–620. https://doi.org/10.1007/s00187-024-00385-2.
9. Tworek, K., Maj, J., Bieńkowska, A., & Hawrysz, L. (2023). The Model of Organizational Performance Based on Employees’ Dynamic Capabilities–Verification During Crisis Caused by Black Swan Event. IEEE Access, 11, 45039–45055. https://doi.org/10.1109/access.2023.3273608.
10. Sahebalzamani, S., Jørgensen, E. J. B., Bertella, G., & Nilsen, E. R. (2022). A Dynamic Capabilities Approach to Business Model Innovation in Times of Crisis. Tourism Planning & Development, 20 (2), 138–161. https://doi.org/10.1080/21568316.2022.2107560.
11. Bhattacharya, M., Ramakrishnan, T., & Fosso Wamba, S. (2023). Leveraging ERP systems for improving ERP effectiveness in emergency service organizations: an empirical study. Business Process Management Journal, 29 (3), 710–736. https://doi.org/10.1108/bpmj-06-2022-0303.
12. Mendling, J., Pentland, B. T., & Recker, J. (2020). Building a complementary agenda for business process management and digital innovation. European Journal of Information Systems, 29 (3), 208–219. https://doi.org/10.1080/0960085x.2020.1755207.
13. Verhoef, P. C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Dong, J. Q., Fabian, N., & Haenlein, M. (2021). Digital transformation: A multidisciplinary reflection and research agenda. Journal of Business Research, 122, 889–901. https://doi.org/10.1016/j.jbusres.2019.09.022.
14. Furjan, M. T., Pihir, I., & Tomičić-Pupek, K. (2020). Understanding Digital Transformation Initiatives: Case Studies Analysis. Business Systems Research Journal, 11 (1), 125–141. https://doi.org/10.2478/bsrj-2020-0009.
15. Zhang, X. (2024). The Impact of Digital Technologies on Supply Chain Resilience: A Framework Analysis. Advances in Economics, Management and Political Sciences, 140 (1), 155–161. https://doi.org/10.54254/2754-1169/2024.ga18772.
16. Browder, R. E., Koch, H., & Dwyer, S. M. (2023). Upgrading adaptation: How digital transformation promotes organizational resilience. Strategic Entrepreneurship Journal, 18 (1), 128–164. https://doi.org/10.1002/sej.1483.
17. Postolea, I. D., & Bodea, C.-N. (2022). Building Resilience Through Digital Transformation (pp. 371–381). Springer singapore. https://doi.org/10.1007/978-981-16-8866-9_31.
18. Yin, R. K. (2018). Case study research and applications: Design and methods (6th ed.). Sage Publications.
19. Eisenhardt, K. M., & Graebner, M. E. (2007). Theory Building From Cases: Opportunities And Challenges. Academy of Management Journal, 50 (1), 25–32. https://doi.org/10.5465/amj.2007.24160888.
20. Priyono, A., Moin, A., & Putri, V. N. A. O. (2020). Identifying digital transformation paths in the business model of SMEs during the COVID-19 pandemic. Journal of Open Innovation: Technology, Market, and Complexity, 6(4), 104. https://doi.org/10.3390/joitmc6040104
21. Panetto, H., Iung, B., Ivanov, D., Weichhart, G., & Wang, X. (2019). Challenges and trends for the digital transformation of enterprise systems. Annual Reviews in Control, 47, 200–213. https://doi.org/10.1016/j.arcontrol.2019.02.002.
22. Zhang, X., & Li, Z. (2025). Research on the Mechanisms of Organizational Resilience Formation in the Context of Digital Transformation. Financial Economics Research, 2(1), 40–47. https://doi.org/10.70267/7ew71h22.
23. Escobar-Rodriguez, T., Escobar-Pérez, B., and Monge-Lozano, P. (2014), “Technical and organisational aspects in enterprise resource planning systems implementation: Lessons from a Spanish public hospital”, Enterprise Information Systems, Vol. 8, No. 5, pp. 533–562. DOI: https://doi.org/10.1080/17517575.2012.713122.
24. Balić, A., Kuloglija, E., Turulja, L., & Pejić-Bach, M. (2022). ERP Quality and the Organizational Performance: Technical Characteristics vs. Information and Service. Information, 13(10), 474. https://doi.org/10.3390/info13100474.
25. Papadopoulos, T., Baltas, K. N., & Balta, M. E. (2020). The use of digital technologies by small and medium enterprises during COVID-19: Implications for theory and practice. International Journal of Information Management, 55, 102192. https://doi.org/10.1016/j.ijinfomgt.2020.102192.
26. Brem, A., Nylund, P. A., & Roshani, S. (2023). Unpacking the complexities of crisis innovation: a comprehensive review of ecosystem-level responses to exogenous shocks. Review of Managerial Science, 18 (8), 2441–2464. https://doi.org/10.1007/s11846-023-00709-x.
27. Ulusan, A. (2021). Optimizing post-disruption response and recovery operations to improve resilience of critical infrastructure systems [northeastern university library]. https://doi.org/10.17760/d20324048.
28. E.R, M., Astuti, H. M., & Hanggara, B. T. (2018). Model for BPM implementation assessment: evidence from companies in Indonesia. Business Process Management Journal, 25 (5), 825–859. https://doi.org/10.1108/bpmj-08-2016-0160.
29. Ploder, C., Bernsteiner, R., Walter, J., & Schlögl, S. (2021). Critical Success Factors of Hybrid-ERP Implementations (pp. 305–315). springer. https://doi.org/10.1007/978-3-030-81635-3_25.