The Multifaceted Character of Process Management in Organizations

Identifying characterizations of BPM methodology in hotel industry: evidence from listed hotel companies in Egypt

“…According to Taymouri et al (2021), Vom Brocke (2010 and Sokovic et al (2010) both the design of BPs and implementation of BPM concept vary significantly among organizations due to contextual factors, human factors or deliberate business decisions based on processes needs of each industry. Kosieradzka and Rostek (2021) added that BPM methodology should be strongly associated with the type and size of activity being conducted, organizational structure and the environment affecting the organization. Therefore, selecting the appropriate methodology for any organization is critical to facilitate managing processes and achieve its own pre-determined goals (Lamghari et al, 2018;Vom Brocke, 2010).…”

“…The current methodological approach of BPM in hotel industry is not consistent with hotel's operating details and specific business needs BPM life-cycle models Among the most widespread methodologies or approaches used to improve the quality of BPs and provide better services (Karakhan, 2017;Dudin et al, 2015;Weckenmann et al, 2015;Sokovic et al, 2010;Mcnary, 2008;Linderman et al, 2004), Deming cycle and Six Sigma methodology seem to be the most innovative and effective approaches in operational excellence, which provide the basis for all BPM methodologies addressed in management literature. According to Kosieradzka and Rostek (2021), Lamghari et al (2018) and Szela ˛gowski (2018), the stages or phases of all proposed BPM methodologies are grounded in the classic Deming cycle and analogous to Six Sigma methodology, but the exact interpretations of the same phase can differ depending on the specificity of respective approaches as discussed below in the study.…”

“…In contrast, the various approaches of BPM methodologies/lifecycles that presented in literature according to Gershon and Rajashekharaiah (2013), Reijers et al (2010), Sokovic et al (2010), Dragolea and Cotîrlea (2009) and Biazzo and Bernardi (2003), are fundamentally similar and have many features in common with disparate combinations of cycle steps that can cause disagreement and confusion among practitioners when determining which methodology is best for their company. Moreover, data from corporate practices showed that real-world companies deploy BPM programs in a variety of approaches as the phases of BPM implementation in organizations have been described differently by authors in literature (Kosieradzka and Rostek, 2021;Taymouri et al, 2021;Adesola and Baines, 2005).…”

“…This methodology aims to achieve the quality of a product and/or service in a structured, controlled and optimized manner resulting in lower operating costs and greater customer satisfaction, which in turn provides better results for the organization (Vargas et al, 2021;Rodr ıguez et al, 2021;Dumas et al, 2013Dumas et al, , 2018. In all cases, Kosieradzka and Rostek (2021) referred that the specific types of BPM methodologies must be adapted to the reality of a particular organization and strongly linked to the type of activity being conducted, organizational structure and the environment affecting the organization.…”

“…The various approaches of BPM life-cycle or methodologies according to many authors such as Rashid and Ahmad (2014), Gershon and Rajashekharaiah (2013), Reijers et al (2010), Sokovic et al (2010), Dragolea and Cotîrlea (2009) and Biazzo and Bernardi (2003), can be a source of conflict and confuse that mislead practitioners when choosing the appropriate methodology for their organization because all proposed methodologies share many common features with disparate combinations of cycle steps. Moreover, the stages or phases of BPM life-cycle in organizations have been described differently by various authors in the literature and there is also evidence from corporate practice that the real-world organizations adopt BPM in many different ways (Kosieradzka and Rostek, 2021;Taymouri et al, 2021;Adesola and Baines, 2005).…”