Organizational Restructuring and Operational Performance: The Mediating Role of Process Orientation
Keywords:
Organizational Restructuring; Process Orientation; Operational Performance; Mediation; Pharmaceutical IndustryAbstract
This study examines the effect of organizational restructuring on operational performance through process orientation as a mediating variable in the Infrastructure and Engineering Division of PT Bio Farma (Persero), following the transition from a function-based structure to an area- or zone-based structure. A quantitative descriptive and explanatory-verificative design was applied to all 86 employees using saturated sampling. Data were collected through a 36-item five-point Likert questionnaire, supported by observation and internal documentation. Instrument validity was tested on 30 respondents, and the main data were analyzed using path analysis and the Sobel test in IBM SPSS after Method of Successive Interval transformation. Organizational restructuring positively affected process orientation (β = .810, p < .001) and operational performance (β = .588, p < .001). Process orientation also positively affected operational performance (β = .380, p < .001). The indirect effect was significant (β = .308; Sobel Z = 4.838, p < .001), indicating partial mediation. The model explained 85.2% of the variation in operational performance. Structural redesign should be supported by clearly mapped, standardized, integrated, and measurable work processes, including clearer task allocation, standard operating procedures, and process-performance monitoring.
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Copyright (c) 2026 Fitra Rezkiyansyah, Fitra Rezkiyansyah, Elis Dwiana Ratnamurni
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