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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.

This study empirically aims to examine the collaboration between social enterprises (SEs) and impact investors (IIs), which are organisations with similar interests but with distinct logics, and in high demand in emerging economies with complex problems. Despite the significant economic contributions of these organisations, there have been limited studies examining how they collaborate in different contexts, including theoretical insights explaining how they gain partner fit from resource synergy.

Mainstream businesses use the compatibility and complementarity concepts to examine buyer–supplier strategic alliances. Using similar concepts in the context of hybrid organisations, the authors interviewed six pairs of SEs and IIs with dyadic relations in Nigeria, aiming to deeply understand how they align dissimilar logics in pursuing common goals in emerging economies.

The authors’ findings revealed how compatibility criteria from the institutional logics perspective and complementarity from social exchange theory guide collaboration between SEs and IIs in an emerging economy. Using these theories provides new insights that distinguish SEs and IIs collaboration from conventional theories on the internationalisation of businesses, which remained insufficient for understanding the cross-border operations of SEs.

The study holds practical implications for organisations, regardless of their size, international investors, governments, organisations and individuals desiring to pursue sustainable business agendas in emerging economies with huge impact opportunities and the process involved.

The outcomes of this study extend knowledge of the theoretical lens examining collaborative entrepreneurship from the perspective of hybrid organisations. It also challenged existing knowledge on collaboration between SEs and IIs, often characterised by potential tensions due to the dissimilarity of institutional logics of actors.

Professionalization is an important issue in many all-volunteer nonprofit organizations (e.g. recreational sports clubs). Therefore, this study relied on the competing values framework and self-determination theory to investigate whether a newly developed intervention can effectively strengthen the management processes and leadership styles in all-volunteer sports clubs.

For this purpose, a rigorous non-equivalent pre-test post-test control group design was used. The intervention involved two sessions organized in sports clubs in which internal stakeholders (e.g. board members, coaches, volunteers) were invited to discuss change initiatives aimed at enhancing the organizational processes.

An effect on both the management processes and leadership styles was found. As for the management processes, the intervention had an impact on the internal processes, with especially the development of an internal communication plan and the annual assessment of the organization's operations being promoted by the intervention. Regarding the leadership styles, the intervention had an effect on the controlling and chaotic leadership style, with leaders becoming less chaotic and controlling in situations in which (respectively) the business plan was established and the tasks were distributed within the organization.

This intervention study adopted an innovative approach to organizational intervention research by focusing on the enhancement of both the management processes and the leadership styles. Its principles are also relevant and valuable to organizations operating in other organizational contexts.

The dynamism of competition in international markets requires managers to react accordingly and ensure the firm's survival and competitiveness. This study examines the impact of cognitive styles and dynamic managerial capabilities (DMC) on a firm's international performance and the mediating role of these capabilities in the relationship between cognitive styles and international performance.

This study adopts a quantitative cross-sectional research design, employing a sample of 306 firm owner-managers from exporting companies in Kosovo.

The findings suggest that managers' cognitive styles positively influence firm international performance, including their impact on DMC. Results also indicate that only managerial cognition mediates cognitive styles' effects on a firm's international performance, compared to managers' social capital.

In this study, the authors contribute to the literature by integrating cognitive styles with DMC in a transition country. Moreover, the authors demonstrate that DMC mediate the impact of cognitive styles on the firm international performance.

Grounded in contingency theory and strategic fit theory, the goal for this research was to determine if managers differentiate in terms of the degree of partnership when allocating resources for planning, joint operating controls, communication and other management components to relationships and if this differentiation is based on the Partnership Model (Lambert et al., 1996).

In total, 381 managers representing 31 relationships participated in one-and-a-half-day partnership meetings, and the authors analyzed how the management components were implemented in each relationship compared to the recommendations in the Partnership Model.

Managers did not differentiate types of partnerships which led to over-resourcing relationships with low potential and under-resourcing those with the highest potential for creating value. The principles of contingency theory and strategic fit were not used for managing relationships.

Contingency theory combined with the relationship view suggests that management components should not be implemented at the same level for all relationships, but in the 31 relationships studied different partnership types were not managed based on their potential.

The research reinforces the need for a formal structure like the Partnership Model to establish joint goals for a relationship and guide management in implementation.

Effective supply chain management depends on the ability of managers to differentiate among partnership types and fit relational mechanisms that are appropriate. However, researchers tend to generalize their findings to all partnerships regardless of potential. The authors found support for the Partnership Model published in IJLM in 1996 as a method to resource different types of partnerships following the contingency perspective and strategic fit theory.

The modern construction industry is highly competitive and cost driven, with tangible adversarial relationships between projects' contractual parties at individual and organisational levels; there are conflict of interest as people to survive. Accordingly, team leaders on construction megaprojects (CMPs) in multinational engineering organisations strive to survive in such competitive markets. The research’s aim is to investigate relationships between team leaders' tenure and management styles towards professional subordinates on CMPs and elaborate how corporate governance can optimally address this conflict of interest and adversarial relationships.

The research methodology adopted processes of inducting theory using case studies. A qualitative approach was adopted as a primary data collection and analysis source. It involved case studies through primary data collection in semi-structured face-to-face interviews with 38 professional subordinates (interviewees) to discuss impacts of team leaders' tenure on their management style (a five-team leader, case studies). The research methodology is based on building theories from case study grounded theory research methodologies.

The research introduced the notion that team leader survival syndrome is pronounced and evidenced by adversarial reactions towards new or experienced professional subordinates where team leaders perceive professional subordinates, especially at senior technical levels, as potential risks that jeopardise their positions and employment survival possibilities. The syndrome is proven based on real-life case studies; it is constant, tangible and serious disorder of attitudes and behaviours. Longer tenure stimulates and accelerates these phenomena and syndrome, with 58% of team leaders exhibiting such syndromes. Optimum employee tenure is between 7 and 10 years. Corporate governance provides good resolution practices.

The research implications are useful to construction industry and academia. However, the analysis is limited to the case studies considered in Canada and Qatar. Due to small sample size for both case studies and respondents to the questionnaire survey, it is recommended for future exploration to expand the scope of research to larger sample size and various demographic and geographical locations.

Corporates should acknowledge the presence of team leader survival syndromes. They should thoroughly investigate sociopolitical relationships behind it and seek to understand consequences on professional subordinates. Corporates should also adopt a 360-degree feedback system; they should limit trust given to team leaders in this regard to responsible trust, to eliminate manipulation. Team leaders are perceived as being not always truthful and misrepresent capabilities and performance of their professional subordinates to senior managers. Corporate governance holistic multidimensional perspectives are required to provide resolutions of team leader survival syndromes.

The research has discovered a phenomenon that team leaders on CMPs in architecture, engineering and construction (AEC) organisations, prompted by virtue of long tenure in corporates or by power of their managerial level in organisations, perceive their professional subordinates, especially senior technical employees, as potential risks. It is thought promoting them would put their own positions and security of tenure at risk. Hence, team leaders act adversarially, to enhance their own survival prospects. This research introduced the novel team leader survival syndrome and introduced analyses, practical implications and recommendations.

This study investigated what are the effective leadership styles and practices that boost employees’ work outcomes during the COVID-19 pandemic from the perspective of facilities management professionals (FMPs).

Three predominant leadership styles (transformational, transactional contingent reward and disaster management) were operationalized into 38 leadership practices (X variables) and 8 work outcomes (Y variables). The explanatory sequential research design was adopted. Online questionnaire survey was first conducted on FMPs who managed facilities during the critical periods of COVID-19 pandemic in Singapore. In-depth interviews were then carried out with subject matter experts to elaborate on the quantitative findings.

During the pandemic, FMPs were significantly stressed at work, but also experienced significant job satisfaction and satisfaction with their leaders/supervisors. Statistical results revealed a range of leadership practices that are significantly correlated with FMPs’ work outcomes. One leadership practice is critical as it affects 4 of the 8 FMPs’ work outcomes - frequently acknowledging employees’ good performance during the pandemic.

The study explored 3 leadership styles. There are other styles like laissez faire and servant leadership that might also affect work outcomes.

Based on the findings, suggestions were provided to organizations that employ FMPs on how to improve their work outcomes during a crisis such as a pandemic.

The novelty is the discovery that in the context of a global disaster such as the COVID-19 pandemic, the most relevant leadership styles to boost employees’ work outcomes are transactional contingent reward and disaster management leadership. The study adds to knowledge by showing that not one leadership style is superior – all 3 styles are complementary, but distinct, forms of leadership that need to work in tandem to boost FMPs’ work outcomes during a crisis such as a pandemic.

This study aims to investigate the relationships between managers’ cognitive styles, dynamic managerial capabilities and firms’ perceived international performance. The study is based on cognitive-experiential self-theory, dynamic managerial capabilities and international entrepreneurship.

Data were collected from 283 managers of small medium enterprises (SMEs) in Türkiye, an emerging economy. The research was conducted using quantitative methods, and Smart partial least squares (PLS) 4 software was used for data analysis. The data were examined through structural equation modelling and mediation analyses.

Findings indicate that rational cognitive styles positively influence managerial human capital, managerial social capital, managerial cognition and perceived international performance. However, the effect of intuitive cognitive styles was confirmed only on managerial cognition. Additionally, it was found that managerial cognition positively affects perceived international performance, whereas managerial social capital has a negative impact. However, the effects of managerial human capital could not be confirmed. Moreover, a full mediation relationship of managerial cognition between intuitive cognitive styles and perceived international performance was identified.

This research carves out a unique niche by synergizing cognitive-experiential self-theory with dynamic managerial capabilities to investigate their conjoined effect on firms’ international performance, an area previously underexplored. Unveiling insights from burgeoning economies like Türkiye enriches the existing body of knowledge, offering substantial contributions to the field of international business.

Empowerment is recognised as being a key to achieving organisational agility. Typically associated with a particular leadership style, implications of empowerment for management have remained vague in the literature. Thus, this study aims at unpacking the facets and mechanisms of empowerment in the context of organisational units (OUs).

First, the authors review the extant literature and discuss the crucial concepts in the context empowerment. Then, the authors analyse qualitative data from interviews conducted in four research and development (R&D) departments in the industrial manufacturing industry.

This study finds that the empowerment of business entities is crucial when operating in turbulent conditions. However, empowerment must be accompanied by a clear focus when aiming at higher agile performance. Moreover, different autonomy types and their interplay with critical factors of middle management empowerment could be identified. The research results also reveal important details about the effects of autonomy on motivation and performance and the role of OUs' dependencies.

The model proposed in this paper can help senior and middle managers better manage the empowerment of OUs required to enhance middle management agility and, in turn, increase overall organisational adaptability.

Beyond regarding empowerment as a leadership style, this paper takes a middle management perspective and unfolds the facets of empowerment in the context of OUs. Adding to the theory of self-organisation, a model is proposed to capture the key factors to determine and manage the autonomy of OUs. These insights are essential to managing autonomy successfully at the middle management level.