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Business Process Management (BPM) can be viewed as a set of techniques to integrate, build, and reconfigure an organization΄s business processes for the purpose achieving a fit with the market environment. While business processes are rather stable in low-dynamic markets, the frequency, quality, and importance of process change amplifies with an increase in environmental dynamics. We show that existing designs of public sector BPM might not be able to cope with the mounting frequency and quality of business process change. Our qualitative in-depth case study of a local government suggests that a major cause for such misfit lies in ineffective organizational learning. We contribute to the literature by applying the Dynamic Capability framework to public sector BPM in order to better understand shifts in market dynamics and their consequences for BPM effectiveness. Practitioners find a proposal for identifying, understanding, and reacting to a BPM-misfit and for developing effective BPM strategies. [ABSTRACT FROM AUTHOR]

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The hotel industry has a hard time resisting the continued globalization pressure. In order to survive the fierce international competition, even hotel chains need to offer their potential customers an added value that they do not receive from their competitors. The product development offers promising integrated solution approaches. Numerous unique characteristics can be established through entrepreneurial implementation of innovative product concepts in hotel operations. Indicating that this can occur in the fullest sense, this theoretical article concludes with an actual product development. Its objective is to demonstrate that the integration of the resource-based view in the product development processes in hospitality and tourism is necessary to generate competitive differentiation opportunities. Environment-based and resource-based views are no longer interpreted as monistic and mutually exclusive, but as complementary management approaches. A practical example underlines the fact that such considerations are already being implemented in hotel chains although they still tend to be neglected in tourism-scientific research. [ABSTRACT FROM AUTHOR]