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There are three possible outcomes following the undertaking of BPR projects. First, a BPR programme may fail in the short or long term either because it is improperly implemented or because there is no effective follow‐up. Second, a BPR programme may be deemed satisfactory in outcome yet still...
This paper focuses on the internal system of the organization as a determinant of the optimization of the input/output ratio. Describes the two subsystems of which the internal system consists. Addresses the question of the extent to which, each one of those, impacts on the output synergetically...
Process‐focused improvement groups form the change dynamic in two world‐class paradigms of change management – TQM and BPR. This paper outlines a research project that implemented and studied three occurrences of asynchronous groupware supported process improvement groups in a New Zealand...
Many tools are in use for representing and analyzing business processes, but little information is available on how these tools are used in practice by process design teams. This paper analyzes one process mapping workshop in detail. Over three days, two facilitators and five representatives of...
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