Ali Fatolahi, Shahram Jalalinia, Zahra Dabestani and Masoumeh Eskandari
This paper seeks to offer a step‐by‐step methodology to extract and model business processes with a focus on business process decomposition. The main motivation is the lack of…
Abstract
Purpose
This paper seeks to offer a step‐by‐step methodology to extract and model business processes with a focus on business process decomposition. The main motivation is the lack of repeatable measurable methods and techniques for extracting business process decomposition.
Design/methodology/approach
A step‐by‐step methodology for extracting business process models is provided. This methodology is called “the V methodology” because of its approach to break down the enterprise through a functional hierarchy and then collecting it up again via its process decomposition. Porter's value chain model is noticed as a powerful tool to complete the roadmap. The paper is designed using sections: benefits and necessities of having such a methodology, terminology, the V methodology, learned lessons and further work.
Findings
Success stories using the V methodology expressing its impact on quality business process models are mentioned. Experts find it useful to gain unified process models as well as helping them to discover gaps, bottlenecks and redundancies amongst business processes.
Research limitations/implications
It is too hard to receive reliable information about previous experiences from the working companies in the area.
Practical implications
The main implications found when using the V methodology are: practiced analysts feel it dangerous to their position, younger analysts use it as the only source of modeling and people find it difficult to apply Porter's model in practice.
Originality/value
Almost all of the previous papers refer to modeling notations when using the term “methodology”. This paper instead describes the process of business process modeling. Another original value of the paper would be using Porter's model to classify the processes within their right process groups.
Details
Keywords
This paper aims to understand the impact of service quality on corporate image and customer satisfaction. Furthermore, this study also examined the influence of corporate image…
Abstract
Purpose
This paper aims to understand the impact of service quality on corporate image and customer satisfaction. Furthermore, this study also examined the influence of corporate image and customer satisfaction on revisit intention and word of mouth. The mediation effect of corporate image and customer satisfaction on the relationships between service quality–revisit intention and service quality–word of mouth was also examined.
Design/methodology/approach
This study used the survey questionnaire method and collected data from 253 respondents comprising of customers who had karaoke singing experience in the Karaoke television (KTV). The partial least squares structural equation modeling was used in this study.
Findings
This study found that service quality has a significant positive influence on corporate image and customer satisfaction. Corporate image does not have a significant influence on revisit intention but has a significant positive influence on word of mouth. Furthermore, customer satisfaction has a significant positive influence on revisit intention and word of mouth. The mediation effect of corporate image and customer satisfaction is also found to be significant for most of the relationships.
Originality/value
This study showed the importance of service on customers’ reactions and behaviors in the KTV context, which have not been previously investigated. Businesses should always provide superior service quality to their customers because it impacts their subsequent behaviors such as revisit intention and word of mouth.
Details
Keywords
Lorena Para-González, Daniel Jiménez-Jiménez and Angel Rafael Martínez-Lorente
The purpose of this paper is to study the possible mediating mechanisms (human resource management (HRM), learning and innovation) that could exist in the relationship between…
Abstract
Purpose
The purpose of this paper is to study the possible mediating mechanisms (human resource management (HRM), learning and innovation) that could exist in the relationship between transformational leadership and organizational performance. This topic has been studied only by a few groups of researchers and these researchers have not analyzed all these concepts jointly.
Design/methodology/approach
This research explores the relationships using partial least squares with data from 200 Spanish industrial companies. Analyzing the mentioned relationships in the Spanish context has been done by few researchers before.
Findings
The study reveals that the adoption of transformational leadership styles improves performance when specific systems of HRM practices, learning and innovation are developed in an organization.
Originality/value
This study, therefore, contributes to the understanding of the link between transformational leaders and performance by proposing a model in which it is evinced that this leadership style produces synergies between HRM, learning and innovation, which in the end, affect performance.