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A methodology to define strategic processes in organizations: An exploration study in managerial holding companies

Payam Hanafizadeh (Department of Industrial Management, School of Management and Accountancy, Allame Tabataba'ee University, Tehran, Iran)
Sorousha Moayer (Division of Science & Computing, School of Electrical, Energy and Process Engineering, Murdoch University, Australia)

Business Process Management Journal

ISSN: 1463-7154

Article publication date: 18 April 2008




To elaborate a methodology enabling organizations to define their strategic processes among other processes.


A case study approach has been chosen due to the nature of this research. Case study research method is qualitative method but it can be positivist. The mix of techniques is appropriate and some degree of quantification is necessary. Three high‐level steps are designed and these steps are developed in the managerial holding companies (research case study).


Because of limitations on budget and time, organizations are able to define the processes which are critical to achieve organizations' goals. This methodology has a holistic view in organizations by using balanced scorecard framework.

Research limitations/implications

This research is based on a single case. Generalization based on this case should be interpreted cautiously and a limitation of the case study should be kept in mind. Furthermore, the strategy of the research case is a competitive strategy and the strategic processes are chosen according to this strategy. They may be changed based on other strategies. In interpreting the result, these limitations should be kept in mind.


Defining the strategic processes helps organizations to use their resources based on their objectives. This paper presents a methodology that improves the ability of organizations in managing and directing their resources efficiently.



Hanafizadeh, P. and Moayer, S. (2008), "A methodology to define strategic processes in organizations: An exploration study in managerial holding companies", Business Process Management Journal, Vol. 14 No. 2, pp. 219-227.



Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited

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