Various management approaches have been proposed to maintain good organizational performance on a continuous basis, with corporate performance management (CPM) and business process management (BPM) being two major groups. While the conceptual connection between CPM and BPM might see obvious, their actual empirical connection with performance remains poorly understood. In this article, we address this gap and develop a theoretical model that explicates the causal paths from CPM via BPM toward organizational performance in terms of a set of hypotheses. Based on a survey, we find that the effect of CPM on organizational performance is largely mediated by CPM-BPM orchestration and process performance. With this study, we respond to recent calls for novel studies in this area and highlight the impact of well-orchestrated CPM and BPM initiatives on organizational performance.

已经提出了各种管理方法来持续保持良好的组织绩效，企业绩效管理 (CPM) 和业务流程管理 (BPM) 是两大类。虽然 CPM 和 BPM 之间的概念联系可能很明显，但它们与绩效的实际经验联系仍然知之甚少。在本文中，我们解决了这一差距并开发了一个理论模型，该模型根据一组假设解释了从 CPM 到 BPM 到组织绩效的因果路径。根据一项调查，我们发现 CPM 对组织绩效的影响很大程度上是由 CPM-BPM 编排和流程绩效所介导的。通过这项研究，