This paper proposes a standardized hotel-specific Business Process Management–Business Process (BPM-BPs) maturity model. This is achieved by integrating the most widely cited BPM maturity models (BPM-MMs) with the European Foundation for Quality Management (EFQM) enablers and SERVQUAL dimensions. The objective is to systematically integrate BPM concepts with Service Quality Management (SQM) practices. This approach addresses the limitations of existing BPM-MMs and enhances their practical implementation in hotels.
A content analysis of existing BPM-MMs, the EFQM 2025 model, and SERVQUAL dimensions was conducted to identify areas for integration. The model was empirically validated through a case study of four five-star chain hotels in Greater Cairo. A questionnaire was used for exploratory validation. Measurement constructs showed strong reliability and validity, with Cronbach's alpha values ranging from 0.83 to 0.88, composite reliability from 0.87 to 0.91, and average variance extracted from 0.68 to 0.79. These results confirm its efficacy and practical applicability.
A hotel-specific BPM-BPs maturity model was developed to assess the maturity level of BPM initiatives and service process capabilities in the hotel sector. The proposed model provides insights into the fundamental drivers behind adopting a BPM approach in the hotel sector and how these drivers can interact with SQM practices to achieve business excellence and improve quality outcomes.
The proposed BPM-BPs maturity model provides a structured assessment of BPM capabilities and service quality management (SQM) practices within hotels. This is achieved through an integrated framework built on three key dimensions of business excellence: BPM methodology, EFQM enablers, and SERVQUAL dimensions. This approach enables hoteliers to plan and execute their operational processes more effectively. The framework also identifies opportunities for continuous improvement.
The paper introduces a standardized hotel-specific BPM-BPs maturity model as an integral part of BPM implementation in the hotel sector. It also integrates BPM capabilities with EFQM 2025 enablers, and SERVQUAL dimensions. Findings highlight EFQM enablers as essential for successful BPM initiatives and improving SERVQUAL dimensions in the service sector.
