Challenges for Value-driven Semantic Data Quality Management

Brennan, Rob

doi:10.5220/0006387803850392

Cited by 1 publication

(1 citation statement)

References 21 publications

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“…The authors Stohr and Zhao, (2001) ;Isaksson, (2006) and Kubiak and Benbow, (2009) defined a business process as a series of interrelated steps consisting of required resources and activities that convert inputs into outputs to serve a meaningful purpose within an organization. Each step in the process consists of transforming some previous state and/or condition (input) into a new state and/or condition (output) until the final product or service is reached or producing a given result (Davenport, 1993;Brennan, 2017). Lindsay et al, (2003) and Lee et al, (2007) referred to a business process as a relationship between clearly identified inputs and outputs, where inputs are transformed into outputs using a set of activities which add value to the inputs.…”

Section: 2business Process -Transformation Of Input Into Outputmentioning

confidence: 99%

Exploring the Core Elements of Service Process Structure in Hotel Industry: Are There Any Common Models and Definitions?

Allam,

Bahy El-Din,

Sayed

2023

Journal of Association of Arab Universities for Tourism and Hos

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There is an extensive literature confirming that overall business performance can be enhanced by adopting a process-based view of the business that is measured through quality outcomes and customer satisfaction. The importance of focusing attention on business processes is widely recognized and accepted although all uncertainties and operating difficulties within management practice. Our study was motivated by the idea that the lack of well-established conceptual models and definitions of business process play a role in the challenge and difficulty facing organizations when to put the notion of process into practice depending on which processes belonging to a particular activity. The aim of this paper is to describe the findings from the study aiming at forming the conceptual apparatus of service process in hotels to improve service process outcomes in a more systematic manner. By analyzing the data obtained through in-depth interviews, there are several descriptions and definitions of service process from three different perspectives provided by hotel managers, but none that seems to be really widespread and well-established definition with a high emphasis on operational standard procedures (SOPs) of hotel activities and the value can be added through the effective and accurate implementation. Thus, there is a need to pay more attention to additional core elements of service processes while planning hotel operation processes and preparing the relevant SOPs by the owner company. IntroductionToday`s increasingly competitive environment leaves no room for error, and the consumer market experience an ever-increasing demand for better products and service without interruption or gaps (Srinivasu et al., 2011;Mariappan et al., 2012;Patyal and Maddulety, 2015). Customers expect continued and consistent high performance even when they pay less for them than the previous purchasing prices in order to be satisfied (Mason and Antony, 2000;Antony and Taner, 2003). According to Evans and Lindsay, (2011), companies with a 98 percent customer retention rate are twice as profitable compared to those at a 94 percent, which is also supported by Al-Debi and Al-Waely, (2015); Alshurdeh,

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