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As organizations employ information technologies to facilitate business process redesign and other organizational changes, they are not consistently observing the high levels of group performance touted by proponents of this technology. To achieve the breakthrough performance desired,...
Rapid and repeatable redesign of business processes, supporting systems, and structures is one response to increasing competitive pressure. However, threshold challenge occurs when attention shifts from the technical system design (business process/work flow and equipment) to the social system...
New approaches to business transformation are emerging to address significant need and to serve as successors to reengineering, which has acquired a reputation for being slow and ineffective. These approaches require new, innovative methods that target, integrate, and rapidly implement total...
Reengineering has attained tremendous popularity for what it promises, but experience shows that its real returns are far lower than expected. This article explores the process of reengineering and suggests that one reason for this lack of results is the traditional technocratic assumptions and...
The recent popularity of the reengineering approach to changing the way work is done in organizations, combined with even more recent reports of failures in using this approach, motivate this article. The authors, a business process redesign (BPR) and an organization development (OD)...
This article argues that many business process reengineering projects fail because they do not consider justice issues. Drawing on the literature on organizational justice and business process reengineering, the article outlines a theoretical framework integrating these two concepts. It contends...
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