Digital Functionality of Complementation of Business Processes of the Hotel Industry

Yevheniia, STOPCHENKO; Margaryta, BOIKO; Kulyk, Mariia

doi:10.31617/visnik.knute.2021(140)08

Cited by 2 publications

(5 citation statements)

References 8 publications

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“…According to Chalupa et al (2021), Petricek (2020), € Ozdemir et al (2019), Yesipova and Burak (2013) and March and Fugazi (2002), BPM which of a major determinant focus on BPs can be implemented by hotel industry as a new way to achieve a high level of service quality and maintain a competitive advantage by reducing errors in hotel operating processes, eliminating nonvalue adding activities and improving customer satisfaction. The use of a process approach to management is an important direction of effective functioning of hotel business for a better, deeper and more comprehensive understanding of processes and identifying problematic areas or inefficiencies in hotel operations (Fuhrken, 2022;Han et al, 2020;Yevheniia et al, 2021).…”

Section: Bpm In Hotel Industrymentioning

confidence: 99%

“…However, BPM efforts in the hotel industry is weakly examined by researchers in literature (Han et al, 2020;Yevheniia et al, 2021;Xuhua et al, 2018), which justified by Vergidis et al (2008) that service managers may be not convinced that a process-based approach (BPM) could bring significant tangible and measurable benefits compared to the manufacturing sector, as a result to the lack of clear understanding regarding service processes and related quality parameters and how to put them into practice (Srinivasu et al, 2011;Antony and Taner, 2003;Fotopoulos and Psomas, 2009). Furthermore, some of the certain inherent characteristics of service operations and the non-conformity exist in quality characteristics of manufacturing and service processes cannot give way to the application of traditional production management techniques and approaches such as BPM initiatives and increase the complexity of quality control and improvement efforts (MacCarthy and Wasusri, 2002;Goh, 2014;Jankowski-Guzy et al, 2018;Antony, 2004).…”

Section: Bpm In Hotel Industrymentioning

confidence: 99%

“…However, BPM efforts in the hotel industry is weakly examined by researchers in literature (Han et al. , 2020; Yevheniia et al ., 2021; Xuhua et al ., 2018), which justified by Vergidis et al . (2008) that service managers may be not convinced that a process-based approach (BPM) could bring significant tangible and measurable benefits compared to the manufacturing sector, as a result to the lack of clear understanding regarding service processes and related quality parameters and how to put them into practice (Srinivasu et al ., 2011; Antony and Taner, 2003; Fotopoulos and Psomas, 2009).…”

Section: Literature Reviewmentioning

confidence: 99%

“…As a result, BPM has become one of the important structural elements of hotel management system in an attempt to update the classic structural model of hotel management through development, detailed documentation and effective implementation of relevant BPs (Skobkin et al, 2017;Kung and Hagen, 2007;Drljaca, 2006). Business managers are attracted to BPM because of its demonstrated ability to enhance business results and deliver improvements in organizational performance and service quality (Yevheniia et al, 2021;Han et al, 2020;Dumas et al, 2018). However, management literature report relatively limited cases of potential applications of BPM in hospitality industry, especially hotels.…”

Section: Introductionmentioning

confidence: 99%

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Identifying characterizations of BPM methodology in hotel industry: evidence from listed hotel companies in Egypt

Moussa,

Sayed,

Allam

2023

BPMJ

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PurposeThe 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.Design/methodology/approachThe 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.FindingsThe 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.Practical implicationsIn 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.Originality/valueThe 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.

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Section: Bpm In Hotel Industrymentioning

confidence: 99%

Section: Bpm In Hotel Industrymentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Identifying characterizations of BPM methodology in hotel industry: evidence from listed hotel companies in Egypt

Moussa,

Sayed,

Allam

2023

BPMJ

View full text Add to dashboard Cite

show abstract

“…However, BPM implementation in the hotel industry is less frequent (Han et al, 2021;Yevheniia et al, 2021), and only a few studies focusing on this topic can be found. In addition, management literature report relatively limited instances of potential applications of BPM in hospitality industry, especially hotels.…”

mentioning

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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Digital Functionality of Complementation of Business Processes of the Hotel Industry

Cited by 2 publications

References 8 publications

Identifying characterizations of BPM methodology in hotel industry: evidence from listed hotel companies in Egypt

Identifying characterizations of BPM methodology in hotel industry: evidence from listed hotel companies in Egypt

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

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