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The purpose of this paper is to investigate the main organizational factors that contribute to the successful implementation of business process reengineering (BPR) in the Egyptian banking sector. These factors include management commitment, information technology (IT) infrastructure, people management, change readiness, centralization and formalization.

The key organizational enablers were identified through an extensive literature review. Then, statistical analysis was carried out based on data collected, using a questionnaire instrument, from 184 managers employed in 38 banks operating in Egypt.

The results of the study indicate that management commitment, IT infrastructure, people management, change readiness and organizational structure with a low degree of formalization are critical enablers for implementing a successful BPR program within the Egyptian banking sector.

The results may support managers of banks in identifying and assessing the influence of integrating organizational factors that facilitate or hinder the successful implementation of BPR.

Since 2004, the Egyptian banking system has involved in major reform programs and many BPR efforts. Much research effort is required to investigate the BPR projects within the Egyptian banks in order to develop a concrete base of knowledge and understanding of the nature of BPR and factors that support its successful implementation. Moreover, there is an insufficiency of empirical studies regarding the implementation of BPR within the Egyptian service sector. The current study fills this gap by exploring and examining the main organizational factors affecting BPR implementation in a developing country.

The authors observe that actionable guidelines are missing from many reference works on business process management (BPM). Also, success factors are mostly not contextualized in the different phases and concerns of a BPM initiative. The purpose of this paper is to address this research gap.

The research design builds on a literature survey for building an integrated framework for BPM that is referred to as integrated BPM. It integrates lifecycle phases, capability areas and governance aspects. Then, the authors consolidate insights from expert interviews.

As a result, the authors provide a list of various activities that are associated with the different elements of BPM. Furthermore, the authors describe pitfalls for each of the elements that have been avoided in order to make the BPM initiative a success.

The findings emphasize the potential to study BPM success and its factors on a more fine-granular activity level.

The list of activities and the list of pitfalls are directly applicable for practitioners.

The research on the integrated BPM framework consolidates insights from prior research and extends it with an expert perspective on pitfalls.

Business process re‐engineering (BPR) is a management technique that radically rethinks and redesigns business processes to achieve dramatic improvements in business performance such as customer service and quality. The acceptance of BPR has been reinforced by the implementation of re‐engineering initiatives in many Malaysian banking institutions and the Central Bank of Malaysia, Bank Negara, is in favour of these initiatives. Nevertheless the effectiveness of BPR in this context has hitherto not been investigated. The aim of this paper is to investigate the effectiveness of the critical success factors (CSFs) of BPR implementation process in the Malaysian banks and finance companies. Several hypotheses were tested concerning the relationships between the CSFs of the BPR implementation process and the performance of the enterprise, i.e. customer service performance and business performance. With the assistance of Institut Bank‐bank Malaysia (IBBM), 103 questionnaires were completed and analysed.

Part II of a three‐part series, presents a comprehensive review of the literature by discussing critical factors of TQM in key areas often stressed in implementation case studies, and supported by quality gurus and writers. Such factors are considered as being conducive to the success of TQM implementation. Discusses these factors from the point of view of how and why. There appears to be little agreement on the what, so an understanding of the “processes” involved in implementation allows for the appropriate framing and objective classification of key factors for TQM implementation. Discusses those quality factors related to resource management and systems and process management.

The purpose of this paper is to propose and validate the process of parent teacher meeting in private schools through applying BPM life-cycle approach and using quality tools to fill the gap of standardized practices for parent teacher meeting (PTM).

BPM life-cycle approach (Dumas et al., 2013) was used and two focus groups were conducted at first and second stage. The recommendations of previous studies for third, fourth and fifth stage of BPM and quality tools like SIPOC chart, responsibility assignment matrix (RAM) and CTQ trees were used for process management.

The previous studies reveal that, in developing countries, most of the private schools are not fully aware from the benefits of PTM. Beside, where the evidence of PTM is seen in few instances, no standardized process is available to conduct an effective PTM process. Owing to long-term sustainability and reciprocate economic benefits, school management is desired to have a standardized PTM process for an effective all-round performance. Likewise, the parents have a lot of expectations from schools and they want to be treated in a mannered way in which their complaints are formally addressed from the school management. The authors formulated all three phases from start to end process. The proposed process is validated in four private schools and got satisfactory results in terms of increased parents’ participation and decreased number of complaints.

This process will facilitate school managers to deal with parents effectively, collect the data from PTM, analyze it and use for the continuous improvement. Implementation of this process will ensure better meeting environment for the parents as well as for the teachers. The study bridges between quality management tools and BPM approach to improve the state of art of BPM practices that will lead to generate a trend of application of quality tools and management theories in private schooling industry.

The authors first time used BPM life-cycle approach to manage the process of PTM in private schools. The authors design a process to match the working of schools and the application of desired quality tools.

As the first of a series of three papers looking at best practice in people management, reports on a comprehensive study which was carried out by benchmarking five organizations representing the fast‐moving consumer goods sector, and the service and retail services sectors, using a methodology based on an adaptation of the European Quality Award model. Benchmarks five winners of prestigious quality awards using secondary data derived from award submission documents. Makes use of various comparisons in order to derive best practices and also to discuss critical factors in the area of people management. Discusses the primary data analysis of the five organizations studied, representing Elida Gibbs Ltd, the Nationwide Building Society, Post Office Counters Ltd, Birds Eye Walls and Natwest Bank.

The purpose of this paper is to examine the various contributions made by Gurus who have impacted significantly on the theory and practice of total quality management (TQM) over the past 100 years.

The paper uses the solid foundation created by the various thoughts, concepts, principles and methods contributed by specifically considered individuals.

The methodology makes the case for the legacy that TQM has created and in particular, its unique additions to theory building.

A unique examination of a century of TQM Gurus.

The purpose of this paper is to examine the critical success factors of business process reengineering (BPR) in higher education (HE).

Empirical case studies collected from three private higher education institutions in Malaysia, which have embarked on BPR successfully.

Seven factors were found to be critical to BPR implementation success. The factors are teamwork and quality culture, quality management system and satisfactory rewards, effective change management, less bureaucratic and participative, information technology/information system, effective project management and adequate financial resources.

The paper provides a framework for future research to explore organisational development in making BPR happen successfully.

This research contributes to studies of BPR in HE context, by considering the soft issues in its implementation.

We still know very little about how the Internet of Things (IoT) is changing the way of interpreting the business process management inside and outside firms and this topic is progressively becoming increasingly hot in the leading managerial literature (Al-Mashari and Zairi, 2000). Furthermore, management scholars are aiming at investigating the impact and the role of the IoT on the business process management in terms of promotion of knowledge flow, innovation and competitiveness. Likewise, management researchers aim at understanding how the IoT fosters innovation within organizations and which implications this phenomenon may have on the business process management and competitiveness of firms (Al-Mashari and Zairi, 1999). The purpose of this paper is to offer a literature review on the topic, by considering the technological revitalization through the IoT as a key driver for the business process management of the industrial firm.

The present paper offers a literature review of the most relevant contributions on IoT and business process management. It presents a qualitative approach to the discussion of the technological revitalization concept within industrial firms using IoT technologies.

The rising number of technical contributions using IoT shows that technologies are evolving and there is a learning and application process supported by standardization efforts. Easy installation, standardization, stoutness, configuration and servicing are essential to keep IoT systems operational and hence offering value for the business process management within every industry. From a business process management point of view, value creation from the IoT application to technological revitalizations is pivotal and will affect the use of IoT technologies in the industry, on a progressively higher scale, in the coming years.

There are still few contributions in the managerial literature that show the implications of the IoT on business process management of industrial firms and, particularly, on technological revitalization. The paper offers a literature review on the topic, at the same presenting some reflections on the application of the IoT to technological revitalizations, within industrial contexts.

Although many adherents openly praise the importance of quality management practices (QMP) in organisations, others have identified significant costs and implementation obstacles. Some recent studies showed that QMP have failed due to the ignorance of quality cultures. How to improve the success rate of QMP in organisations has become a critical issue both in the academy and in practice. This paper discusses the common enablers of and cultural impacts on QMP. It explores the dimensions of national versus organisational culture, and identifies the main features of four quality culture models as advocated in the literature in relation to facilitating QMP in organisations. It was found that flat structures, decentralised functions, empowerment, flexibility, innovation, limited rules and regulations and teamwork favor the QMP implementation. For facilitating culture changes for QMP, values associated with low power distance, low uncertainty avoidance and collectivism would have to be nurtured. Further research is needed to incorporate the findings and develop a practical quality culture approach for real applications in industry.