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The purpose of this study is to identify the characterizations of business process management (BPM) methodology in hotel industry through an aggregate processing of the core cyclesteps (CCCs) of the highly-cited BPM life-cycle models in the literature aiming to highlight the major issues of the current methodological approach of BPM in hotels when to put the notion of service process into practice.

The paper identifies and examines the most popular BPM life-cycles models in the literature and locates 15 life-cycles that are highly cited. The paper then focuses on applying the theory on nine listed hotel companies in Egypt using a questionnaire in the form of a semi-structured interview technique.

The CCSs of BPM life-cycle model applied in hotels revealed a gap between BPM theory and practice in this sector. Utilizing this model of BPM life-cycle, the paper focuses on describing several of the main problems or pitfalls found in the methodological approach of BPM in hotels, which brings the essence of the whole operation management problems.

In light of these findings, the paper discusses the practical implications and focuses on recommendations on how to properly improve the methodological approach of BPM in hotels in order to get better business results.

The paper bridges the gap between BPM theory and practice and suggests recommendations that will assist hotel companies to eliminate the problems of poor process management (PM). There are also future research recommendations to enhance the knowledge of BPM theory in the service sector.

Business process management (BPM) is still mostly associated with methods and software tools for process modeling, automation and redesign/performance analysis, with limited effort toward building and applying interdisciplinary approaches which capture the real complexity of business processes. The purpose of this paper is to elaborate a system view of BPM and presents an actionable body of knowledge to enhance process-related decisions and actions within organizations.

A design science approach is used to build a conceptual contribution based on extended process management literature and a multi-year author experience in the area of business process engineering in both research and education contexts.

A business process management system includes strategy, model, execution and performance dimensions whereas the management of a process involves activities related to scope, structure, resource, systems, dependency, exception, performance and external integration.

The frameworks and related definitions need further theoretical development and refinement in terms of the components and reciprocal relations among system and activity elements. In this vein, the study would also benefit from real-life applications and empirical analysis.

The paper can support process implementation, maturity assessment and competence development efforts within organizations as well as be a foundational work to advance the creation of a global body of knowledge on process management.

The paper proposes a holistic perspective on BPM as a system of components and a bundle of activities, thus providing a twofold strategic and operational tool for process analysts and managers at different levels.

While the business process management (BPM) literature highlights the significance of aligning employee appraisals and rewards practices with business processes, little is known about the realization. The purpose of this paper is to concretize the impact of process-oriented appraisals and rewards on business process performance and to provide empirical evidence on how organizations actually align their appraisals and rewards practices with BPM.

A mixed-method approach has been employed by combining survey results with case studies to offer first-hand evidence. Survey data have been used to quantify the real impact of process-oriented appraisals and rewards. Next, case studies with 10 organizations have allowed us to gain deeper insight into organizational practices for making appraisals and rewards more process-oriented.

The survey proves that process-oriented employee appraisals and rewards positively affect performance if different employee levels are involved. The case studies reveal similarities and differences in alignment efforts across organizations, based on pattern-matching and a multidimensional analysis, resulting in four alignment patterns.

The findings extend knowledge about appraisals and rewards within a business process context by providing a quantification and pattern refinement, which specifically advance a BPM-facilitating culture.

Managers and executives benefit from the recommendations for a gradual BPM adoption to improve the success of their business processes and their people-related practices.

The authors offer one of the first in-depth, cross-disciplinary studies that intend to bridge between the disciplines of BPM and human resource management (HRM).

Green Business Process Management (BPM) focusses on the ecological impact of business processes. Although it is an emerging field, different attitudes exist towards the discipline’s name, the objectives and the approaches to realise them. By means of a systematic literature review, the purpose of this paper is to arrive at a common understanding of the discipline for successful development.

The review methodology relies on a hermeneutic framework which integrates the search, analysis and interpretation of the literature. The sample is used in a text analysis to find an appropriate definition (RQ1), a bibliometric analysis to give insights in current Green BPM contributions (RQ2) and a content analysis to present differences with conventional BPM (RQ3).

Green BPM follows a similar development as conventional BPM, namely from a more technical perspective to also including the managerial perspective. More research is required that goes beyond the traditional business process lifecycle.

The research questions generated a comprehensive overview about application domains and research topics, which in turn can deliver benefits for both research and practitioner-related communities. Researchers identify future research avenues, while practitioners find appropriate Green BPM techniques for their domain.

Recently, business process management (BPM) is among the most important managerial topics because it allows companies an agile adaptation to changing business requirements. Consultants and researchers are regularly proposing new methods and concepts based on BPM for further increasing the efficiency of corporate processes. However, from an empirical point of view it is crucial to determine the current status in practice and derive goals for research and technology transfer. This paper aims to address these issues.

For this reason the survey “Status Quto Business Process Management” is carried out in Austria, Germany, and Switzerland on a yearly basis. This survey aims at identifying current trends and strategic plans of companies as well as its realization in practice and highlights the remaining steps towards the process (‐focused) organization (PFO). The paper summarizes the results of the survey carried out in 2006 among 185 decision makers and shows a comparison with the results of the previous years as well as comparable surveys.

This paper analyzes the current state of BPM in the market, analyzes the strategic, organizational and technical aspects of BPM in the participating companies. The survey shows that although the majority of the participating companies are involved with BPM initiatives, only a very small number of companies follows holistic approaches and has reached the status of a PFO.

As the survey especially focused on IT‐driven companies a limitation of this survey could be seen in the fact that it does not exactly cover the branch distribution of the population, e.g. the financial sector is over‐represented due to the fact that the survey included branch specific questions for the financial sector (note that these questions are not part of this paper). However, the comparison with the surveys “BP Report” and “State of BPM” shows that these surveys come with similar distributions of the branches.

This paper provides a very useful source for companies in benchmarking their status regarding BPM. It provides them with information that allows to compare their status on the way towards a PFO with their competitors.

This paper provides a very useful source for companies in benchmarking their status regarding BPM. The survey does not only investigate what is being done by the participating companies but also interested in the reasons why it is done. Compared to existing surveys it: investigates connections between processes and business strategy, process risk handling, references models, as well as methods for evaluating the contributions of IT to the business processes; uses statistical methods for measuring the significance of the results and; has a specific focus on companies in the Germany‐speaking countries Austria, Germany and Switzerland.

In the last two decades, a proliferation of business process management (BPM) modeling languages, standards and software systems has given rise to much confusion and obstacles to adoption. Since new BPM languages and notation terminologies were not well defined, duplicate features are common. This paper seeks to make sense of the myriad BPM standards, organising them in a classification framework, and to identify key industry trends.

An extensive literature review is conducted and relevant BPM notations, languages and standards are referenced against the proposed BPM Standards Classification Framework, which lists each standard's distinct features, strengths and weaknesses.

The paper is unaware of any classification of BPM languages. An attempt is made to classify BPM languages, standards and notations into four main groups: execution, interchange, graphical, and diagnosis standards. At the present time, there is a lack of established diagnosis standards. It is hoped that such a classification facilitates the meaningful adoption of BPM languages, standards and notations.

The paper differentiates BPM standards, thereby resolving common misconceptions; establishes the need for diagnosis standards; identifies the strengths and limitations of current standards; and highlights current knowledge gaps and future trends. Researchers and practitioners may wish to position their work around this review.

Currently, to the best of one's knowledge, such an overview and such an analysis of BPM standards have not so far been undertaken.

Enterprise resource planning (ERP) implementation commonly fails to recognize the need to treat it as a business process automation that must be managed and monitored continuously. Moreover, many studies on business process management (BPM) assessment focus on snapshots of different areas of BPM and not on the different stages of the lifecycle. The purpose of this paper is to propose a model that combines the BPM lifecycle, program/project implementation framework, principles of good practice, maturity and critical practices to assess how companies implementing ERP apply different BPM practices, as well as which areas are lacking and why.

The relevant literature was examined to develop the model for the study. Case studies of three companies in Indonesia were then conducted. The state of BPM implementation in each case was assessed through interviews, document reviews and observations.

This study found that three leading companies in Indonesia, implementing ERP for more than five years, obtained high scores for BPM implementation. They perform well in terms of process identification, implementation, monitoring and control, but are weak in process discovery and re-design, mainly because they do not optimally use specific tools for process modeling and there is a lack of process governance. The studies also pinpoint potential linkages between competition intensity and the nature of the industry with the need for good BPM.

The model has only been tested in three cases in different industries and therefore the results, while providing good insights, cannot be generalized. More detailed assessment of certain BPM practices is needed. Furthermore, the assessment for each stage of BPM implementation was made at a single time, potentially yielding less detailed results than by assessing each stage of the BPM lifecycle.

The companies implementing ERP began with business process definition, but employ different process governance. The model developed here can be useful for leaders and teams to identify weak areas of practice within the stage of the BPM lifecycle; it can be used as an assessment tool for companies currently conducting BPM projects or programs including ERP implementation. It can also provide a roadmap for companies intending to conduct BPM programs.

Most of the BPM literature focuses on specific aspects. This study proposes a different perspective by providing a model to assess BPM implementation in each stage of its lifecycle and at the same time considers practical aspects of implementation, principles of good practice, maturity factors and critical practices.

The purpose of this study is to determine the influence of project critical success factors (CSFs) on change management in the context of business process management (BPM). Despite widespread interest in BPM, the existing literature is insufficient in addressing the antecedents that contribute to change management in business process projects.

Key factors of change management success in BPM projects were initially identified in a systematic literature review (SLR) and were used as antecedents of change management through a structural equation modeling (SEM) with 464 business project stakeholders. Next, a neural network analysis allowed the key factors to be ranked non-linearly. Finally, a latent class analysis (LCA) was performed to determine the sample's heterogeneous groups based on their project management characteristics.

Project management, top management support and technological competencies were the main CSFs identified as having positive effects on change management. The most important factor is project management, followed by top management support, which plays a crucial mediating role in enabling change management. Although relevant, technological competencies were secondary in the study. Regarding project management CSF, four heterogeneous classes of individuals were determined.

Although this study provides an opportunity to observe CSFs, it does not address the need to analyze the phenomenon in different classifications of projects, regarding maturity, complexity, project management approach and other aspects that differentiate projects in a meaningful way.

The study allows practitioners to understand the critical factors underlying change management and take necessary actions to manage it, recognizing that individuals have heterogeneous profiles regarding project management.

This study pioneeringly discusses the CSFs of change management BPM projects to enable successful change management, ranking the main factors and mapping heterogeneous profiles.

The purpose of this paper is to investigate and explain how organizations in the construction sector can enhance their decision-making process (DMP) by practising knowledge management (KM) and business process management (BPM) activities. A conceptual framework is developed that recognises the elements that impact DMP in terms of KM and BPM. The development of this framework goes beyond current empirical work on KM in addition to BPM as it investigates a wider variety of variables that impact DMP.

A case study is undertaken in the context of the construction industry in Jordan. A theoretical framework is developed and assessment of the proposed framework was undertaken through a questionnaire survey of decision-makers in the construction sector and expert interviews.

The outcomes of this research provide several contributions to aid decision-makers in construction organizations. Growth in the usage of KM and BPM, in addition to the integration between them, can provide employees with task-related knowledge in the organization’s operative business processes, improve process performance, promote core competence and maximise and optimise business performance.

Through the production of a framework, this study provides a tool to enable improved decision-making. The framework generates a strong operational as well as theoretical approach to the organizational utilization of knowledge and business processes.

The purpose of this paper is to propose a business process management (BPM) governance model that sets BPM decision making, along with roles and responsibilities. The setting context of the study is a government‐owned corporation operating in Australia.

A qualitative case study examined and analysed organisational documents using a content analysis approach. Results of document analysis are used to inform a series of in‐depth interviews of key stakeholders in the organisation. Interviews are analysed using a constant comparison method to derive themes and build categories of description.

A BPM governance model is proposed. Results of thematic analysis are interpreted against the framework of the BPM governance model, leading to findings that include implications for theory and practice.

In practical terms, the research shows how BPM practice can be aligned and integrated with the corporate governance and management systems in the selected case study organisation.

Despite research identifying the importance of governance, along with associated capabilities, there has been little progress on how the abovementioned capabilities can be effectively deployed across an organisation. This paper addresses a gap in the literature relating to how to deploy BPM governance in an organisation.