Purpose-This research sets out to identify and explore the reasons why organisations decide to use process mapping software (PMS) facilities in support of Business Process Management (BPM); to determine the objectives set by senior management for its introduction, and understand extent to which the benefits are achieved by organisations from its implementation. Design/methodology/approach-This paper uses an exploratory research design and investigates the elements of organisations' objectives, implementation and evaluation of using PMS. The research data was collected through semi-structured telephone interviews with business managers responsible for the implementation of PMS in their organisation. The respondent organisations were selected from a range of industry sectors all of whom were using the same BPM software. Findings-The results of the research show that organisations do set objectives for using PMS, relevant to a wide range of business, operational and strategic objectives, dependant on the needs of the organisation. Additionally, the results show that some organisations gain further advantages post-implementation, based on their experience of using the PMS. As for the explicit evaluation of their investment, organisations attempt this to a very limited extent; but they do recognise a broad a range of 'softer' benefits achieved from its adoption. Research limitations/implications-This exploratory research has been conducted on a small range of organisations, all using the same software, therefore the results cannot be clearly generalizable. Whilst the research suggests organisations are making effective decisions regarding the use of PMS, further research on the methods of evaluation could be developed to support better decision-making in the future. Practical implications-the practical implications of this research are for decision-makers in organisations recognising and understanding the potential (strategic / operational) benefits that could be achieved by implementing a software system for BPM. Originality/value-Whilst the use of process maps, and mapping of organisation's operations is widespread the benefits achieved by organisations is only partially understood. Knowledge of the strategic impact of BPM is limited, as Trkman (2010) states "this may derive from the inherent complexity of the field". This research attempts to explore the context of organisations using such software, and point towards further approaches to its investigation.

The purpose of this case study is to identify the conditions for a company developing a B2B trade show's communication to move into an efficient Omni-channel communication approach. The case study method is used to describe the issues facing Plastic Omnium Environnement Company in deploying an Omni-channel communication approach. This company provides services to local authorities and private sector companies to dispose of their waste. Its Director of communication, Pierre Mereau, is faced with the fact that 160 French communes changed hands from one political party to another in the last local elections. This led to stagnation in terms of turnover-the time required for decision-makers to once again invest in waste management. At the same time, his General Directorate is asking him to make cuts and savings. Pierre Mereau evaluates its performance in the two last most important trade shows and set his mind to develop an Omni-channel communication approach. This case study provides an insight in an organization that is optimizing its communication strategy in a specific market. It should help companies to develop synergies between the trade show and social media.

The success of organizational mentoring programs is dependent on employees becoming mentors themselves. This research explores the determinants of individuals’ willingness to mentor. It was conducted in 2016, with 175 respondents from six subsidiaries of two Turkish conglomerates. The quantitative study aimed to analyze the relationship between—personal dispositions (Self-Efficacy and Appreciative Intelligence®), organization’s situational factors, previous mentoring experiences, expected costs and benefits from mentoring—and willingness to mentor. The results indicated that individuals scoring highly on dispositional variables and expected benefits from mentoring showed a higher propensity to mentor. While practitioners may identify candidates with higher scores on Appreciative Intelligence®, and Expected Benefits Scales, they also need to enable the expected benefıts to be achieved in the organization. This study contributes to the academic literature on understanding mentoring intentions and provides practitioners with actionable recommendations for the recruitment of mentors who in turn may contribute to positive organization change.

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