Integration of Project and Process Approaches in the Management of Construction Companies: Results of an Empirical Study
Purpose: The purpose of this paper is to evaluate the degree of implementation of process-oriented management in Polish construction enterprises and to identify the key factors influencing the level of process formalization and the use of Business Process Management (BPM) tools. The study also explores the relationship between project-oriented and process-oriented approaches in the context of the construction industry, emphasizing the coexistence of standardized operations and unique project activities. Design/Methodology/Approach: The research was conducted using a quantitative approach based on a CAWI (Computer Assisted Web Interview) survey distributed among representatives of 14 construction companies of various sizes and organizational structures. The questionnaire included both descriptive and diagnostic questions, enabling the assessment of process maturity, the degree of process documentation, and the application of BPM tools such as process mapping and ISO 9001:2015 systems. Respondents represented different organizational levels – from project managers and site engineers to senior executives – which allowed for a multidimensional analysis of process awareness within enterprises. Findings: The results indicate that most surveyed companies have formally documented processes, particularly in core operational areas, which demonstrates an increasing level of process awareness. However, the implementation of BPM tools remains partial and inconsistent. Only half of the respondents confirmed the use of process mapping, and approximately one-third declared the implementation of ISO 9001-based quality management systems. The level of process formalization was found to be positively correlated with company size — larger enterprises more frequently adopt systemic BPM practices, while micro and small firms rely on informal, experience-based methods. The study reveals that construction enterprises are in a transitional phase between intuitive project-based management and integrated process management. Practical Implications: The findings underline the need for further development of process-oriented culture in construction companies, particularly through managerial education, process standardization, and integration of BPM principles with project management frameworks. The results can serve as a reference point for comparative studies in other project-based sectors, such as manufacturing or IT, and as practical guidance for organizations seeking to enhance their process maturity. Originality/Value: This study contributes to the limited body of empirical research on BPM in the construction industry by providing insights into the actual level of process maturity and the barriers to BPM implementation in Polish construction firms. It bridges the theoretical gap between process and project management approaches and highlights the contextual factors shaping process management practices in a highly dynamic and project-driven sector.