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The purpose of this paper is to further investigate the linkages between business process management (BPM) and customer satisfaction. Also, to challenge the dominance of the customer contact perspectives on service processes and to propose a more systemic focus on the totality of service design.

The research builds on the existing work of Maddern et al. through the use of structured equation modelling (SEM) tool. The multiple SEM models described here provide a more robust statistical approach for confirming/refuting the constructs found in the earlier research.

This paper presents the results of an empirical analysis, based on longitudinal data from a large UK bank on drivers of customer satisfaction. The results confirm that process management is a critical driver of technical service quality. This suggests that companies with reliability/dependability issues should not emphasise customer satisfaction programmes based on SERVQUAL intangibles until substantial improvements in process design have been achieved.

The research is limited to a single case study of a UK bank over a five year period. The generalisibility of these findings is therefore limited. Further work in other sectors and over longer periods would establish the reliability of the findings. The paper also highlights some limitations in the service operations literature, particularly the emphasis on customer presence within the service process.

The paper uses time series data to identify the importance of BPM in achieving higher levels of customer satisfaction. The authors provide a platform for further research based on the design of service delivery systems and their impact on customer satisfaction.

The purpose of this paper is to determine the state-of-the-art in research on process owners, a key role within business process management and process governance, and thus to increase our understanding of the role of process owners.

The author conducts a systematic literature review of research shedding light on the role of process owners. The review includes 100 academic papers and 10 books on BPM.

Findings from the review demonstrate the significance of appointing process owners and showcase process owners’ role and responsibilities, as well as obstacles to and enablers of effective process ownership.

Based on the findings from the review, the author proposes a comprehensive framework on process ownership. The review provides a knowledge base for future research to build upon and can serve as a guide for practitioners. The review also identifies several research gaps and opportunities for future research.

The purpose of this paper is to revisit prevailing notions of service quality by developing and testing a model of service quality for experience-centric services.

By problematizing the service quality literature, a model is developed to capture impacts of outcome-achievement, instrumental performance and expressive performance on customer loyalty. A multi-group structural equation model is tested to establish the moderating effect of perceived service character – utilitarian or hedonic.

Outcome-achievement mediates the direct relationships between instrumental and expressive performance, respectively, and loyalty; the strength of these relationships is moderated by perceived service character.

Emotional design to improve the experience is effective provided the expected outcome is achieved. However, for services that customers perceive as experience-centric, the outcome may be somewhat ambiguously defined and expressive performance is valued more highly than instrumental performance.

Understanding customers’ perception of a service – whether customers seek value related to outcomes or emotions – is crucial when selecting appropriate measures of service quality and performance. Creating a good experience is generally beneficial, but it must be designed according to the character of the service in question.

The research presents empirical evidence on how service experience contributes to customer loyalty by testing a model of service quality that is suited to experience-centric services. Furthermore, it identifies the importance of understanding service character when designing and managing services.

This study aims to examine the interrelationships among business process management (BPM), supply chain collaboration (SCC), collaborative advantage and organisational performance.

Data were collected from 204 manufacturing firms in Thailand, and the interrelationships proposed in the framework were tested via structural equation modelling.

This study highlights the role of intra- and inter-organisational practices and clearly demonstrates the joint role and impact of BPM and SCC, respectively. The results provide empirical evidence that BPM improves both organisational performance and collaborative activities. Also, SCC and collaborative advantage can have indirect positive impacts on organisational performance.

This work could be expanded by adopting a supplementary dyadic or extended supply chain (SC) approach and could also consider contextual factors, which were outside of the scope of this study.

The BPM approach has a positive impact on organisational performance, which is essential for collaborative activities between a firm and its SC partners. Further, effective BPM and SCC practices lead to enhanced performance and collaborative benefits. Practitioners should be better able to define and measure specific actions relating to their BPM and SCC practices.

This paper stresses the need to consider the interrelationships between BPM, SCC, collaborative advantage and organisational performance for both direct and indirect effects. Rather than focusing only on improvement at individual firm level, SCC is vital to compete in the market. Improving the effectiveness of SC allows higher organisational performance levels than those that could be achieved in isolation.

This study explores the consequences of digitalization in the field of education, particularly in relation to teachers’ course processes in higher education institutions. It emphasizes the importance of understanding how information systems (IS) support not only individual tasks but also processes as a whole. The results reveal that process practices have not been considered comprehensively and even core processes may be unseen.

A systematic literature review was conducted to explore the extent to which teachers’ processes are discussed in the literature. A qualitative case study was then conducted at a Finnish higher education institution to identify course processes and their relationships to IS.

Teachers’ processes have scarcely been discussed in the literature, and the process support provided by ISs is remarkably limited. It seems that course processes, which are core to education, are a blind spot in education digitalization. To support evaluating the level of support by IS, novel course process indicators were introduced.

Developing core processes, teachers’ course processes and thesis processes in education field, supports improving service quality. In all industries, organizations should consider whether processes are properly recognized and whether IS support not only individual tasks but also processes as a whole. We recommend recognizing and applying business process management practices to better support teachers’ work and to improve overall efficiency in education.

To the best of our knowledge, this is the first education sector study that attends to teacher’s work as a comprehensive process.

The purpose of this study is to develop a map for the holistic business process management (BPM) diagnosis in order to guide the choice of techniques that encompass all dimensions of the business process.

The design science research method was used, with the elaboration of seven steps to project solutions to empirical problems: (1) identification of the problem, (2) awareness of the problem, (3) definition of expected results, (4) design and development, (5) demonstration, (6) evaluation of artifacts and (7) communication. These steps were organized in different analyzes: descriptive, experimental and observational. The descriptive analysis comprised steps one to three (identification of the problem, awareness of the problem, definition of expected results) and made use of the systematic literature review procedure for proposing artifacts. The experimental analysis comprised steps four to five (design and development, and demonstration), where the consultation with specialists' procedures and then the Delphi procedure for the construction of the artifacts were carried out. In the observational analysis, steps six (evaluation of artifacts), where two case studies were performed, and step seven (communication), in which the map for the holistic BPM diagnosis was presented were carried out.

The article systematizes the BPM diagnostic techniques scattered throughout the literature and relates how these techniques relate to dimensions. A map for the holistic BPM diagnosis is generated containing 21 techniques and 9 dimensions, with 45 relationships between these techniques and tools. Another aspect is that the map shows that in BPM promotion projects, techniques are not restricted to any specific phase of the life cycle.

Professionals can use the map to form a blend with selected techniques and use them for holistic BPM diagnosis according to the skills and other resources of the project team.

The map developed is innovative because it relates a set of consolidated techniques for each dimension of the process to provide the holistic diagnosis for the organization. It is important to highlight that these techniques and dimensions were scattered in the literature.

This study aims to analyze international scientific production from 1960 to 2023 on business process management (BPM), highlighting the latest trends in BPM in the field of management and business during the 21st century.

We conducted a bibliometric analysis of 729 BPM articles from management and business journals using the SCOPUS database and VOSviewer software to map the scholarly landscape.

Nearly 45% of the papers were published between 2018 and 2023, prominently featuring the Business Process Management Journal. The University of São Paulo and Queensland University of Technology were the most prolific institutions. Significant emerging trends identified include Strategic Management, Digital Transformation, and IoT. Author Röglinger was noted for the highest publication rate.

The analysis was restricted to journal articles from one database, potentially overlooking insights from conferences, books, and other formats.

The study highlights the significant benefits of integrating technologies like Artificial Intelligence and IoT in BPM, improving operational efficiency, competitiveness, and innovation in adaptability and service personalization.

Technological advancements in BPM could enhance employment, require new skills, support a sustainable economy, and improve organizational transparency and service accessibility, bolstering corporate social responsibility and inclusion.

This research offers a unique overview of the integration of emerging technologies in BPM, shedding light on their strategic and social implications, and providing critical insights for optimizing processes and fostering business innovation.

Sectoral brand management processes have presented planning, development and implementation challenges. With the aim of reducing these managerial problems, the purpose of this paper is to revise the structure and the processes of the sectoral brands management.

This is a qualitative exploratory study, with its unit of analysis being the process of managing the brand of the Brazilian fashion sector. Primary data collection was obtained through in-depth interviews with the seven industry associations and with the company responsible for the brand consulting. The secondary data used were reports about the branding process of the brand provided by respondents. Data analysis was provided by using the VSM to modeling sector structure and BPMN to processes modeling.

The results present a new sectoral brand structure and process to reduce existing barriers. Three sections were carried out: analysis and modeling of the current structure and processes of sectoral brand management; presentation of the current structure and processes problems; analysis and modeling of future structure and processes of sectoral brand management.

A theoretical contribution is provided in the literature of systems, processes and sectoral brands, since there are no previous studies that elaborated a system structure and process for sectoral brands. In addition, other theoretical contribution is the presentation of a future process model that relates brand management process with its system structure, that is, it relates BPM analysis with VSM.

It is also possible to indicate that VSM and BPM can contribute to the management of sectoral brands, through the structural and process problems identification and also by making possible to suggest future management improvements to reduce the barriers that were identified.

The present study originality is the approach of the first analysis of sector brand management with emphasis on its structure and processes that were experienced by the Brazilian fashion sector.

The purpose of this paper is to address the gap in the literature by extending the service profit chain (SPC) model and testing the validity of the proposed model in high-contact service contexts rather than by testing the key elements of the SPC in regard to a single business.

The study uses the exploratory factor analysis to identify a set of observables to use in representing the relationships included in the proposed extended model and employs the structural equation modeling to test the eight proposed hypothesis.

The study shows that the best-fit structural model supports the notion that employee internal service quality drives employee satisfaction that drives employee loyalty and employee productivity. In addition, employee productivity is shown as partially mediating the relationship between employee satisfaction and employee loyalty.

The results presented in this study have managerial implications and shed light on the importance of operational factors in the service industry, in particular high-contact services.

The integration of operations management and SPC still remain limited in the literature. Therefore, the study extends the SPC by integrating other operational factors, namely, employee productivity and internal service quality, and tests its validity in high contact services where the prolonged contact between the customer and the service system creates more opportunities to influence a customer’s perception of service quality.

The paper seeks to evaluate the drivers of customer satisfaction (CS), specifically exploring the impact of business process management (BPM) on service quality and CS.

A longitudinal case study uses quantitative and qualitative data to test six propositions derived from current literature.

Analysis confirms the role of staff satisfaction and service quality as key drivers of CS, suggested in the service profit chain, but proposes a more complex set of relationships. Technical service quality (TSQ) is found to play a critical role in determining CS and a strong causal link is found between TSQ and BPM.

Findings are based on a single case, in a fast‐changing sector.

Findings suggest that managers should focus on TSQ as a priority. End‐to‐end BPM is identified as a key enabler of TSQ.

The research challenges the adequacy of the service profit chain and the emphasis on soft factors evident in much of the existing marketing and service operations literature. In examining the drivers of CS, this research offers an alternative perspective which places BPM at the centre of the debate.