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Le Reengineering
Abstract
Sumario: Cette crise qui ne finira pas -- Reengineering: le chemin du changement -- Repenser les processus opérationnels -- Le nouveau monde du travail -- Les technologies de l'information et leur rôle de levier -- Les acteurs du reengineering -- Comment remodeler les processus -- En route pour le reengineering -- Le témoignage d'une entreprise: Hallmark, Taco Bell, Capital Holding, Bell Atlantic -- Réussir le reengineering
... Michael Hammer insists that organizations must change their priorities, because reengineering is the only solution for adapting well to the change (Hammer and Stanton, 1995)[1]. AsHammer (1996)indicated by stating " business success results from superior processes performance " , some companies achieve advantages from re-engineering[2]. The enterprise resource planning (ERP) system is one of the tools for realizing re-engineering. ...
... Michael Hammer insists that organizations must change their priorities, because reengineering is the only solution for adapting well to the change (Hammer and Stanton, 1995)[1]. AsHammer (1996)indicated by stating " business success results from superior processes performance " , some companies achieve advantages from re-engineering[2]. The enterprise resource planning (ERP) system is one of the tools for realizing re-engineering. ...
... While people in East Asian companies may excel at cooperation and team work, cultural norms there often discourage the kind of open criticism, free inquiry, and useful conflict that generate energy and innovation. If confrontation and losing face are taboo, outdated methods will not be challenged " (Hammer and Champy)[2]. This explanation disagrees with the use of an ideal ERP package. ...
The aim of this paper is to present the results of an analysis of implementing enterprise resource planning (ERP) effectiveness from the perspective of implementation policy and operational effectiveness. Re-engineering has become increasingly important recently due to the rapid changes in the business environment. By implementing ERP systems, companies can standardize their business processes and thereby manage them more effectively and efficiently. However, it is difficult to achieve that kind of effectiveness and efficiency by just implementing ERP. Companies want to know the suitable way to achieve effectiveness. In Japan, ERP systems started to be implemented in the 1990s, and the installation rate to the whole enterprise system is increasing yearly in Japan. However, there are some companies that cannot achieve effectiveness, though some companies have succeeded. The authors developed a model focusing on implementation policy and customization policy, and analyzed the survey results. Data used for the analysis (182 samples) was from the ERP Users’ Survey (2013). For the analysis method, covariance structure analysis using IBM® SPSS® Amos provided by International Business Machines (IBM) Corporation was conducted. This research aimed to contribute to the successful implementation of ERP in Japan.
... Michael Hammer offers an excellent example that demonstrates the importance of responsibility management across integrated business processes. In his book Beyond Reengineering [12], Hammer discusses the reengineering of GTE's process for supporting customer reports of outages. Initially, GTE supported this process by having a different 'specialist' complete each significant task that comprised the process. ...
... As Hammer put it, " Even when one person cannot perform an entire process, it is still possible to have every person who is involved in the process to understand it in its entirety and focus on its outcome. " ([12] pp. 35-36). ...
... When everyone has a common measure there is no need for reconciling inconsistent activities. " ([12] There is a large body of social research addressing the very nature of 'work' (e.g., [11, 13]) that supports the context-based approach CIIMPLEX is investigating; however, a detailed discussion of these is outside the scope of this paper. Instead, we focus on principles of a context-based approach to collaboration support. ...
Application integration is a focus of many major research initiatives. A driving force behind application integration is a desire for enterprise-wide integration of organizational business processes. On the surface, increased application integration appears advantageous - people are freed from mundane tasks and thus can focus on more serious issues. Yet, there are consequences that are not always recognized or appreciated. Specifically, the relevance of human participation within integrated systems often is underdeveloped, thus increasing the potential for integrated systems that dismiss rather than empower users. In this paper, we present the work of one research initiative (CIIMPLEX) that is examining the relevance of human collaborations as part of its manufacturing integration research efforts. The emphasis of the paper is on the principles of the proposed approach rather than details of the current implementation.
... Les méthodes ayant vu le jour chez les consultants en entreprise au vu de ce constat fournissent quelques pistes intéressantes à explorer, sur le diagnostic (analyses de criticité, importance des représentations, du système de pilotage [Lorino, 1991]), sur les modes d'intervention (implication des acteurs, notion de mythe rationnel [Molet, 1983]) et sur la nature ou plus exactement la portée potentielle des interventions (mise à plat globale, ré-ingénierie [Hammer, 1993]). ...
... Il faut ici rappeler que le terme de ré-ingénierie, déjà employé à plusieurs reprises et quelque peu débattu au paragraphe 3.4., fait référence à la méthode de mise en oeuvre d'un processus 51 Le logiciel RBMC dans le cas de l'intervention à Kirindi-Oya. _____________________________________ 118 ________________________________________ d'amélioration de la performance en entreprise, récemment popularisée sous le nom de "Reengineering" [Hammer, 1993]. Cette méthode reprend pour une bonne part des éléments déjà pratiqués de valorisation de réflexions communes, très participatives, entre les employés d'une même entreprise sur la signification réelle de leurs tâches quotidiennes et la contribution de ces tâches à la création de valeur. ...
... Hammer and Champy (1995;Hammer 1996) have argued that the drive for business process reengineering is a significant shift in market dynamics in that the industrial economies have shifted from producer to consumer driven markets. He argues that this is an irreversible shift forcing suppliers to provide flexible product ranges which adapt to user and market requirements. ...
... The supply of "standard" products avoids both the overhead and the contractual risk. However, if Hammer and Champy's argument (1995;Hammer 1996) is correct suppliers who can respond to the end users requests with greater choice will force the other businesses to change or die. While everyone is in agreement that the above are insuperable barriers there is no problem, but as soon as someone breaks ranks the relevant product market will have to undergo radical change if present companies are to survive. ...
Looks at the changing nature of the construction supply industry and the role of electronic commerce in the evolved market. With the emphasis shifting from supply- to demand-driven product design, the trading relationships become more complex. In their current form, electronic commerce and brokering systems are too immature to support such relationships. Proposes an electronic market in design and supply capability that spans the supply chain and discusses some of the research issues raised by such a prospect. Many elements of a technical solution are available. The research must address significant changes in working practices and soft systems methods addressing human issues, which are more important than technological design. Exploration of business process re-engineering options using simulation models is another important aspect of the work. Although the target area is the construction industry, many of the issues which will need to be explored are relevant for other sectors moving to adopt open networked solutions.
... Osterman's study (1994) of large firms reported that the majority of employees were assigned to self-directed work teams in 40% of the business units examined. The reengineering wave of the 1990's fueled the diffusion of cross-functional teams with its mandate to configure work around " groups of tasks that together create a result of value to customers " (Hammer, 1996:11; see also, Hammer & Champy, 1993; Hammer, 1996). ...
... In the same way that measurement initiatives in the quality movement ignored structure and incentives, structural initiatives around teams have typically neglected complementary measurement and incentive changes. Reengineering's original proponents subsequently criticized reengineering initiatives for their narrow focus on the configuration or structure of work (White, 1996; Hammer, 1996; Champy 1995). Meyer (1994) also argues that organizations often retain traditional, functionally-oriented performance measures in implementing cross-functional teams. ...
have provided helpful comments and discussion in preparing this manuscript.
... 1) Los resultados del análisis del negocio definitivos que son el objetivo y la meta. 2) Los procesos y las actividades que se realizan para realizar el producto o servicio 3) Los procesos estratégicos de valor agregado 4) Los elementos sustentadores [13] ...
El objetivo de este trabajo fue diseñar e implementar una reingeniería de procesos aplicando herramientas de simulación y mejora de procesos junto con estrategias empresariales para formentar la mejora continua de una empresa Camaronera. Con esto, se implementaron técnicas lean, estandarización de los procesos, y se establecieron indicadores para medir el rendimiento de los procesos actuales, recomendando procesos futuros. Los desperdicios de la empresa se identificaron mediante un análisis empresarial usando técnicas de investigación (encuestas y entrevistas).
... For example; Ranganathan and Dhaliwal (2001) collected evidences from Singapore base firms and found that 85% firms were engaged in BPR. Similarly, in 1994, 69% of USA based firms and 75% of European firms were involved in reengineering (Champy, 1994). Most of the giant corporations has undergone through BPR in the recent past including; Ford, IBM, Kodak, Motorola, Sony etc. (Erim and Vayvay, 2010). ...
This study examined three cases from the service sector to examine the BPR initiative in the public sector of Pakistan. The purpose of this study was to investigate and compare reengineering efforts in the public sector and to find an answer to the question, 'How are these initiatives taking place in developing countries. In-depth interviews were conducted with top management of all three organizations, and the planning documents were reviewed for understanding the planning, implementation, purpose, and performance of the BPR initiative. The background of the BPR process with a set of questions was extracted from literature on reengineering, and then the three cases (firms) were discussed with figures of the current and previous systems. Afterwards, information extracted from semi-structured interviews is presented using a qualitative data technique for comparative analysis and discussion. The study reveals that there are successes and failures in BPR projects of the same public sector (reasons of failure and success are discussed); however, it is a positive sign that government and concerned stakeholders are taking initiatives for public sector reform in Pakistan.
... It is necessary to define common objectives with all the actors of rural development, to identify an appropriate and suitable model for all interested parties in the change management to help the management process change that engages all stakeholders in rural development actors. Many modern scholars of management (Duck, 1993, Kotter, 1995Hammer, 1996;Camps, 1998, Clement 1994, and Hannan, 2003 recognize that there are no fully universal change management models, because the changes take place in different ways due to different environmental factors. In each case, in accordance with the common methodological provisions the application of specific, appropriate site-specific changes takes place in management practices. ...
The management of changes in rural area is rather sophisticated process in which the integration of various management models and principles can be met.
The article deals with the changes peculiar to rural areas and the factors of internal and external or real-life environment that mostly impacts on these
changes. The endogenous model of changes in rural area has been analyzed more widely, and the scheme of the development of rural area has been given.
Attributes of the “bottom-up” principle have been identified, the expression of these attributes in the management means of changes initiated by the rural
development actors and the analysis of the forces stimulating and impeding these changes made the basis to determine and substantiate the combined
elements of the model of rural area change management using the “bottom-up” principle. The investigation aim is to justify the model of the rural area
change management using the “bottom-up” principle. Key words: rural area, change management,”bottom-up” principle, endogenous development
... The NVA activities are defined as the components of business processes that represent efforts between partners to achieve interoperability in information exchange. According to [39], Non-value-adding work, creates no value for customer but is required in order to get the value-adding work done. One the most important principles of Business Process Reengineering (BPR) is the value-focus principle. ...
The research objective of this work is to develop an approach to reach inter-enterprise interoperability and to test its achievement using practices from the software engineering process. Four fundamental activities are identified in the software process: software specification, software development, software validation and software evolution [1]. In this work, the interoperability requirements specification is based on measurable and non-measurable quality characteristics. It is also demonstrated that the improvement proposed in software specification activity will have positive impact on the software development activity. For the validation activity, the definition of a interoperability testing sub-process is made through a two-step decomposition: one step to verify measurable requirements and another to validate non-measurable ones. © IFIP International Federation for Information Processing 2015.
... Indeed, striving for top performance is seen in the messages managers receive every day (Cleaver 2003). Leading consulting firms extol that high performers need to outperform the competition, and the business press exalts benchmarking and best practices in order to become the best in class (Hammer 1996). In short, notions of competition and "winning" by out-performing peers are almost axiomatic in Western industrial settings. ...
Performance comparisons—specifically, performance relative to aspirations—are central to the behavioral theory of the firm. Firms evaluate their performance in relation to their own prior performance (“historical comparison”) and the performance of other organizations (“social comparison”) and base subsequent organizational change on this performance feedback. Of the two, social performance comparison has received relatively little theoretical or empirical development. This paper seeks to fill that gap by extending the theoretical conceptualization and empirical specification of the socially derived performance targets against which organizations compare their performance. Drawing on insights from the social psychology literature, we argue first that organizational decision makers monitor two socially derived performance benchmarks: an upwardly focused “top performance threshold” marking the highest levels of performance in the reference group and a downwardly anchored “reference group threshold” marking the performance level below which organizations can not consider themselves members of the reference group. Building on these arguments, we also motivate a new, and more complete, way to conceptualize performance comparison. Integrating socially and historically derived sources of performance feedback, we propose the historically based social aspiration threshold (HiBSAT) as an additional aspiration point representing the socially derived performance threshold closest to the organization’s prior performance. In an empirical analysis of German soccer league (Bundesliga) clubs between 1992 and 2004, we find that organizations have both upward and downward socially derived performance targets and that performance relative to the HiBSAT is particularly salient in motivating organizational change.
... D'après lui, une reconfiguration de l'organisation suivie de licenciements était nécessaire car le groupe traversait une situation de crise (des conflits de pouvoir avaient effectivement lieu entre cadres dirigeants). Dès lors, s'est propagée la crainte d'un reengineering, c'est-à-dire d'une remise en cause radicale des processus opérationnels pour obtenir des gains spectaculaires en termes de coût, de délai et de qualité (Hammer & Champy, 1993). Cet épisode eut pour conséquence d'entretenir une certaine confusion dans l'esprit des personnes auditées : le DG incarnait la qualité et toute initiative s'en réclamant était suspecte. ...
Désireuse de conquérir la confiance des collectivités locales et des usagers, une société spécialisée dans la gestion déléguée de services « sports et loisirs » a choisi de se diriger vers une certification aux normes de management de la qualité ISO 9000. L’obtention d’une telle valeur ajoutée implique en général la maîtrise préalable des processus de l’organisation, ce qui signifie bien souvent la mise en œuvre d’une démarche qualité, voire un changement organisationnel. Ainsi, l’étude réalisée en élaborant un manuel qualité pour le compte de cette société a révélé que des orientations nouvelles étaient pour elle effectivement nécessaires compte tenu des problèmes internes et des enjeux spécifiques de la délégation de service public. La mise en place d’une véritable démarche qualité fut cependant contrariée par un malentendu avec la direction et le personnel concernant le sens à donner à cette action.
... A seven-year study of ''knowledge workers'' at Bell Labs, for example, found that by identifying the work strategies of an organization's top performers and making them available to other employees, productivity gain doubled. People can become more effective by understanding the importance of the processes in which they are involved (Hammer & Champy, 1993;Hammer, 1996). To succeed in the new economy, these activities and processes must be designed and managed differently or with Johnson and Kaplan (1987, p. 229): ''process control must be accomplished at the level of the organization where the process occurs''. ...
The objective of this paper is to develop some rudiments of innovation theory based upon organizational vision and knowledge management, i.e. facilitating the development-integration and application of knowledge. The theory is systematized in the conclusion with assumptions, a system of propositions and implication for organizational innovation.
... In order to effect their integration, it is necessary to examine the state of readiness of the computational technology and tools, then integrate the social order of teams with the appropriate supporting system. Because simulations relate to each other by process, they can provide an integrating function for Hammer's (Hammer 1996 ) concept of a process centered organization.Figure 1 shows a grouping of the major simulation tools by the Mission and System Design (MSD) and Design, Build, Assemble, and Test (DBAT) processes. The Verify, Integrate, Validate and Operate (VIVO) process integrates and tests the ensemble, These processes, a collection of like tasks and activities, are not prescriptive. ...
Smith & Koenig 1998) formulated a model‐based design process describing a triad of people, process, and technology (PPT) within an aerospace culture. It suggested that the time required for an organization to change to a new approach is a function of a minimum development time and powerful forces acting in tension (Lewin 1951).
(Wall et al. 1999) described the object model‐based system, addressed the team dynamics involved in developing the products of the process, and proposed metrics to assess productivity of each team.
This paper examines the PPT triad at the lowest level, the minimum product cycle time. It shows that team interventions, above and beyond team productivity considerations, can produce even lower product cycle times.
A model shows the effect of the three components of the triad acting together. The lower cycle times possible are a product of team effects and technology advances in producing an individual object.
... However, feedback can also be obtained from professionals. Teamwork environments and process-centered approaches may improve professionals' ability to exchange their experiences and ideas with each other (Hammer 1996;Drucker 1993). For the latter case not only data and information but also knowledge and wisdom can be shared. ...
A Delphi process and a questionnaire survey are conducted to investigate the differences in the perceptions of entry-level professionals and long-time practitioners with regard to process quality in building projects. The factors that affect process quality in the three phases (design, construction, and operation) of a building project's life cycle are identified and ranked by the respondents' perceived degree of importance. The findings indicate that the perceptions of entry-level professionals and long-time practitioners are in agreement for most (74%) of the factors. Given the differences in the respondents' background, expectations, and experience, differences in perceptions are to be expected in the remaining 26% of the factors. Analyzing these differences helps in revising and improving existing training courses and academic programs. It is recommended that college programs include courses that treat the administrative aspects involved in the building project in great detail and that continuing education programs cover quality training and life cycle cost analysis.
... Ce desemneaza "procesul"? "Un ansamblu de activitati care, impreuna, produc un rezultat care are valoare pentru client -de exemplu dezvoltarea unui produs" 11 (strategie, politica de securitate, instrument, institutie, corp de actiune si/sau combatere). ...
2 Pentru a vedea cum ne putem proteja puterea de inovatie in obtinerea de performanta maxima, este de cele mai multe ori nevoie de o abordare interdisciplinara. Un accent important il are atentia concentrata cu precadere pe domeniile si mediile care dezvolta cele mai eficiente practici la nivelul de concepere si elaborare a strategiilor competitionale si tactice, a planificarii, alocarii resurselor, implementarii, monitorizarii, evaluarii proceselor organizationale si de proiect. Nu ar fi pentru prima data in istorie cand metodologia de abordare, tratare si rezolvare a problemelor din domeniul securitatii nationale este extrasa din, si corelata la practicile si tendintele din mediul economic competitional, in special din cel al business-ului de corporatie. Acestea permit dezvoltarea si aplicarea unor sisteme de analiza specifice si procedee de lucru personale, cum ar fi: benchmarking-ul, intelligence-ul competitiv, managementul strategic si al riscului, reengineering-ul, etc. - termeni ai caror aplicabilitate nu mai este inexplicabila azi. Project Management-ul este cel mai elocvent exemplu de abordare stiintifica in domeniul securitatii nationale si desfasurarea de actiuni strategice prin preluarea metodologiei si practicilor de lucru din mediul economic, mai specific vorbind, din zona managementului industrial. Dupa prima jumatate a secolului XX, au fost elaborate noi practici de eficientizare a lucrului in echipa spre obtinerea de performanta maximizata intr-un proiect. Meritul acestor noi abordari il constituie elaborarea de noi instrumente, mai logice, mai rafinate si suple din punct de vedere al gestionarii procesului de crestere eficienta al unei organizatii. Asadar, cum aminteam mai sus, strategia de securitate a Romaniei seamana in mare parte cu o grila de project management. Ca parte introductiva, in strategia noastra de securitate regasim: interese nationale, care coincid cu scopul unui proiect (proiectul fiind insasi strategia de securitate), regasim obiectivele nationale, directiile de actiune si principalele mijloace pentru asigurarea securitatii nationale a Romaniei. Dincolo de aceasta dimensiune, un instrument de autoevaluare este analiza SWOT - specifica project managementului, unde evaluarea mediului de securitate, identificarea factorilor de risc din mediul intern si international, trebuie sa tina cont de: Punctele Tari (Atuuri, realizari nationale si regionale) si Punctele Slabe (Vulnerabilitati in plan intern ale unei natiuni), de Amenintari (Factorii de Risc Externi la adresa Securitatii Nationale) si Oportunitati (Obiectivele corelate la tendintele Romaniei in mediul extern: international si regional) 3. Acestea sunt doar premisele trasarii strategiei nationale de securitate - sunt primele semne care reflecta starea de sanatate si potentiala directie a unei natiuni. In alta ordine de idei, avem nevoie de un proiect mai amplu ce presupune o strategie de implementare mai specifica, directionata spre niveluri de responsabilitate si competenta bine delimitate. Lipsa elementului de feedback creeaza probleme de repozitionare si flexibilizare permanenta in problematica securitatii nationale. Aceasta se realizeaza prin instrumente si centre de analiza bine specializate. Project Managementul este insa, inca uzitat si eficient, dar nu suficient pentru nevoile actuale ale mediului de securitate. El, este un instrument elaborat in perioada de industrializare majora a acelor vremuri si deosebit de util pentru acest sector si tendintele caracteristice deceniilor trecute. Extinderea economicului spre sfera serviciilor a descoperit noi practici si proceduri de maximizare a eficientei proiectului in cadrul unei organizatii. Companiile au devenit mult mai flexibile la schimbarile de pe piata, activitatea acestora este mult mai specifica, iar instrumentele folosite sunt tot mai variate. Competitia stransa forteaza organizatiile de toate tipurile sa devina adaptabile la provocari intr-un timp cat mai scurt. Aceasta abordare nu presupune elaborarea de sisteme de lucru mai complicate, care ar ingreuna pozitionarea pe scena concurentiala, ci dimpotriva, conceperea unor instrumente suple care pot fi adaptate la cultura organizatiei respective. Mediul de securitate impune ca elaborarea unor tehnici si practici de acest gen sa conduca la rezultate
... Ideally, " a process perspective on a business is the customer's perspective…. (as it) requires that " we starts with customers and what they what from us, and work backward from there " (Hammer, 1996). Structurally, a process-focused organization should be structured around customers, often with customer-focused teams (Sheth & Sisodia, 2002). ...
This research aims to determine the conditions that foster use of marketing metrics in customer relationship management (CRM) and identify the organizational factors that strengthen/weaken the impact of usage of marketing metrics on CRM performance. Based on the customer value-based theory of the firm and the contingency perspective, a research framework was developed to shed light on the predictor roles of customer value-based organizational culture and processes in determining usage of marketing metrics, and foster an understanding of the moderating roles of marketing-supply chain conflict, and innovative value proposition on the marketing metric-performance relationships. Empirical evidence from a sample of 209 business firms confirmed the main effect that customer value-based organizational culture and processes support a firm's use of marketing metrics that in turn enhance its CRM performance. Notable moderating effects were also identified. Although marketing-supply chain conflict weakens the impact of marketing metrics usage in achieving superior CRM performance, innovative value proposition strengthens the conversion of marketing-metric-related knowledge into superior CRM performance.
... composed of unit specific historical experience and average performance of industry peer group. Although the business process engineering movement introduced the idea of benchmarking to best in class, most firms employ the language of best in class but in reality compare to an average benchmark (Hammer, 1996). If all firms held their managers accountable to achieve performance goals that match or exceed the best in class (firms defining the Pareto performance frontier) few managers would be awarded their performance bonuses. ...
... Individual task alone does not create value but the process, that is, the sequence of tasks creates value. Superior processes performance comes from the superior process designs, the right people and the right environments for the processes (Hammer, 1996). The process management is crucial to conceive, execute, maintain, and renewal of the value-creating strategies for performance. ...
Business world is complex and fast changing. This paper brings strategy paradigms to the auditing domain in an attempt to advance existing understanding on the audit risk reduction and firms’ economic performance. Grounded in existing literatures, we establish some crucial convergence points between the external auditors’ audit processes and the firms’ strategic management agendas. A theoretical framework that embeds some proposed strategic organizational conditions, which align organizational internal and external effects for performance, and the theories of the firm is then presented. The literature review suggests that the integration of the audit processes and the organizational conditions is inherently beneficial to both auditors and firms. The routine from such integration can be a tacit knowledge asset or capability hard to be emulated. It shall reduce audit risks and sustain earnings performance. Hence, the practices and leveragabilities of such routine merit further managerial and research attention. We highlight at the end how our works can be tested in future research.
... There is little doubt that Reengineering the Corporation provided the impetus for the reengineering movement in industry. However, in subsequent books (Champy, 1996; Hammer, 1997) they each acknowledged a failure to fully consider the human costs and resistance to reengineering e!orts. Their`reengineeredaTheir`reengineereda message reinforces Argyris' thesis: IT represents a threat to managers because it challenges their sense of control, con"dence, and competence. ...
Over the past four decades, information technology (IT) has had a profound effect on the US economy, resulting in a shift from a manufacturing to an information economy. This effect, however, has also produced what may be labeled the paradox of IT productivity. While the percentage of a firm's budget spent on IT continues to increase, there is increasing evidence that firms fail to obtain the benefits of these expenditures within the anticipated time frame. The reason for delays in obtaining the benefits is due to management's failure to strategically leverage the full potential of IT and their failure to overcome resistance to change. These problems are discussed in depth and solutions for them are suggested.
There is evidence of “ICT4D 3.0”: a new “digital‐for‐development” paradigm emerging in the relationship between digital technologies and international development. Part 1 of this paper looked at the component parts of that paradigm. Part 2, provided here, analyses the impact of the paradigm on development. It does this by looking for big‐picture patterns in terms of two key logics that shape society: the logic of competition and the logic of cooperation. Looking at evidence in the economic and political domains, it finds that digital technologies are associated with a reproduction, diffusion, mutation and intensification of the dominant, competitive logic in developing countries. We see this in relation to capitalism, competitive markets and hierarchical state‐citizen relations. At the same time, though, the digital‐for‐development paradigm is also associated with growing examples and opportunities for an alternative economics and an alternative politics based around cooperative logic. The paper ends with some suggestions for the future digital‐for‐development research agenda.
In the past few years, the media has frequently reported cases of psychological distress among nurses. Cases of unease, fatigue, chronic stress, and so on have not stopped making headlines, which highlight and put into perspective work conditions that are increasingly becoming generators of stress and suffering. This phenomenon is not specific to nurses but it is generally known that the nurses' work is associated with a high degree of difficulty, particularly in " heavy " places such as hospitals. The demands on nurses continue to increase, prompting nurses to work with urgency, and be continually reactive and always on the lookout for changes or crises. Information-communication technologies (ICTs) most notably play an important role in this dynamic. Although ICTs may not always be the cause for increased problems of overwork among workers in a general sense, they are often seen, when used daily, as vehicles that possess the potential to cause excessive demands on nurses. This is precisely the issue that we wish to discuss in this paper, by presenting the results of an exploratory research study carried out in a major hospital in Eastern Ontario, Canada, with hyper-connected nurses.
This article points to #OntinyentPartitcipa, an
innovative political process framed inside participatory budgeting
dynamic. This experience was located in valencian city called
Ontinyent (Spain). So, we are going to describe its resources, its
context and we will analyze the role was played by civil society.
Also, we are going to study public administration role like a
principal actor in this process. In order to characterize relationships
between citizenship, public administration and theoretical
approaches, we are going to use contemporary republicanism
and its emphasis to consolidate a participative and inclusive
democracy
While the Internet is considered a valuable means of communication offering the enticing possibility of interaction (one-to-one communication, e-mail), for many people the Web has turned into a primary information resource (one-to-many communication, broadcasting). Most of the information on the Web is either company (public relations) or product-specific information (marketing) to increase awareness. As with traditional marketing media, such information is offered free of charge. However, many companies who generate information (content) on the Internet, which are not their core business, are investing in new possibilities offered by the medium. They consequently face the challenge to transform these opportunities into adequate and sustainable profit (Jones and Navin-Chandra, 1995; Loebbecke, 1996; Loebbecke and Trilling, 1997).
The ability to link tasks electronically can both reduce costs and increase customer service levels, mainly due to the fact that fewer handoffs are required and the work-in-process moves smoothly through the system. The work-in-process can be a manufactured item or the information that is required to support the physical transformation activities. These information processes are sometimes referred to as administrative processes and may reflect the majority of expenditures for the firm.
As we find the direct costs shrinking to an average of less than 25% of the cost of goods sold in today’s environment, the reduction of costs in administrative processes can often have the largest impact on competitiveness. A number of firms, including Texas Instruments, have also used a process focus to address manufacturing capabilities and technology development over time. Rather than delegate the responsibilities for these important issues to more narrowly focused departments such as “research and development” (R&D) or “manufacturing engineering,” companies are reorganizing and combining personnel from a number of departments, including manufacturing, engineering, R&D and marketing to work in a process mode on these dynamic, long-term issues. Reengineering practices of the following companies are included here: Ford; Taco Bell; Texas Instruments.
Zum Begriff des internationalen Marketing heißt es bei Czinkota & Ronkainen (1993, S. 5): “International marketing is concerned with planning and conducting transactions across national borders to satisfy the objectives of individuals and organizations”. Die Definition hat mit dem Begriff des (nationalen) Marketing die Befriedigung von Bedürfnissen gemein. Die länderübergreifende Aktivität hingegen weist auf den wesentlichen Unterschied zwischen nationalem und internationalem Marketing hin: ein komplexeres makroökonomisches Umfeld, denn jeder Auslandsmarkt, in dem ein Unternehmen tätig ist, verfügt über seine eigenen Rahmenbedingungen (Cateora, 1993, S. 9; Meffert & Bolz, 1994, S. 22). Der Begriff des internationalen Marketing kann angesiedelt werden zwischen den Extrempunkten nationales Marketing (länderspezifische Anwendung von Marketingstrategien) und globales Marketing (weitestgehende Internationalisierung von Marketingstrategien). Hinzuzufügen ist, daß “multinational” und “global” nicht identisch sind. Ein multinationales Unternehmen agiert in mehreren Ländern und paßt seine Produkte und Praktiken an die jeweiligen Gegebenheiten an. Das globale Unternehmen verkauft überall dasselbe auf die gleiche Weise.
This paper aims at reviewing several results concerning the development of practical Decision Support Systems (DSS) for real time production control in manufacturing. Several characteristic features of DSS that are highly demanded and/or accepted by human factors and mimic the human problem solving are identified. The perspective includes technology, business and human factors. A practical DSS illustrates the approach.
Driven primarily by a goal of accelerating systems engineering process maturity, Computing Devices International transitioned its Systems Engineering Department from a functional organization to a process-centered organization. This paper describes the key characteristics of a process-centered organization and shows the application of this concept to systems engineering.
Organizations are faced with increasing complexity, uncertainty and enhanced threats from a wide range of forces. Depending on how this situation is handled, it can become risk or opportunity to erode or enhance business value. In addition, organizations have to meet most different stakeholders’, legal and regulatory risk management requirements. Thus, comprehensive enterprise risk management has become key challenge and core competence for organizations’ sustainable success. Despite there were studied several approaches to systematically secure information systems against information security breaches, we found no approach, which guides organizations to promote enterprise risk management by system engineering. Interdisciplinary information security research at the organizational level is still missing. Accordingly, we propose a systemic approach for system engineering requirement analysis in order to promote enterprise risk management. The results of our case studies suggest that the approach was useful to promote enterprise risk management in an effective and sustainable way. Legal/regulatory compliance and risk awareness were enhanced. New insights for practice and future research are offered.
The enterprise business process is a very vital resource, and the enterprise's performance in economy and environment could be gradually improved through business process improvement (BPI). Moreover, as more and more attentions are being paid to environmental conservation, the connotations of green production and service have been constantly enriched. With the help of systematic analysis of many literatures related to BPI and theories about system, BPI and ecology, a four-dimensional framework for enterprise BPI is developed: green dimension, layers dimension, logic dimension and process dimension. The feasibility and validity of this framework was shown by means of a case study in HT Company.
ORIENTATION: This article, the final in a series of three papers, locates organisational change, specifically within the context of individuals' experience of 'meaning', as conceptualised in Viktor Frankl's logotherapy. RESEARCH PURPOSE: The purpose of this theoretical paper is to investigate the context of meaning in organisational change by exploring the relationship between meaning and change. MOTIVATION FOR THE STUDY: Although literature on change management is available in abundance, very little research has been focussed on the micro-level issues pertaining to organisational change, and virtually no research relating to the 'existential meaning' context of such change could be found. RESEARCH DESIGN, APPROACH AND METHOD: The study was conducted by means of a review of literature, guided by the theoretical perspectives of logotherapy. MAIN FINDINGS: Whilst systems to which individuals traditionally turned for meaning decline, organisations become increasingly important for employees' experience of meaning. As organisational change threatens such meaning, resistance to change may occur, which inhibits organisations' ability to change. Logotherapy provides a useful framework for understanding this meaning context, which could be utilised to inform frameworks to guide change implementation more successfully. PRACTICAL AND MANAGERIAL IMPLICATIONS: An understanding of the role that meaning can play in causing - and hence reducing - resistance to change may be of great value to organisations attempting to implement change initiatives. CONTRIBUTION: The value-add of the article is grounded on its exploration of the relatively uncharted territory of how the experience of meaning by employees may impact organisational change. This article therefore provides a novel perspective for conceptualising change. In addition, it suggests specific recommendations for utilising an understanding of the meaning-change relationship with the objective of optimising change initiatives.
In the sometimes-harsh climate of competitive markets healthcare organizations have focused on taking practical measures to
ensure their future. As in any attempt to anticipate the direction of change some measures have proved more effective than
others but the attempts have all been necessary and have contributed to the healthcare industry’s foundation of shared knowledge
and skills. The purpose of this chapter is to set forth considerations for strategic management in health care as we enter
the next century and to suggest specific initiatives and techniques that we believe hold promise.
Project management strategy in the public sector has attracted the interest of many scholars since the late 1980s, following the growing pressure on governments to abandon bureaucratic organisations in favour of leaner structures. Though Italy is considered a late developer in this movement, its scope, speed and consistency of reforms is considered remarkable [OECD, (2001), Reviews of Regulatory Reform in Italy]. Within this context many projects have been undertaken trying to implement the ideas of New Public Management (NPM) [Public Administration (1991) 69:3; Accounting, Organizations and Society (1995) 20:93]. This paper reports on a reengineering project carried out at the Italian Ministry of Treasury which tested a methodology drawn from the literature of process engineering. Multiple dimensions and actions proved to be crucial in managing the project: the paper discusses them and their relative importance over the life of the reengineering project.
Some important trends can be noticed in the global market place. Such trends are increased demands on more individualized products, cheaper product prices, faster delivery, improved product quality, and shorter product life cycles. These trends call for stability and efficiency at the same time as they call for creativity and flexibility, which is a contradiction. To solve one part of the problem, two types of organization must live side by side; the innovation push project organization for new innovations, and the process-centered organization that takes care of the present market need. A recommendation is that 20% of the total R&D budget is allocated to innovation push projects. Money is, however, not enough to be successful. By using methods that shorten the product development time and that simultaneously increase creativity in the product and process development processes, the odds for success are improved. Dynamic Product Development (DPD) is such a method. However, another annoyingly strong trend is that larger companies are increasingly outsourcing their production, which means a step backwards as new physical and mental walls are raised between product developers and production process developers. This paper also points out the importance of distinguishing between customers and users when performing product development.
Purpose
Though there is a wide acceptance of the strategic importance of integrating operations with suppliers and customers in the supply chain, many questions remain unanswered about how best to characterize supply chain strategies. Is it more important to link with suppliers, customers, or both? Similarly, little is known about the connections between supplier and customer integration and improved operations performance. This article seeks to investigate supplier and customer integration strategies by comparing US and East Asian companies. It is of paramount interest to find out how these strategies actually differ and affect performance of the companies.
Design/methodology/approach
This was carried out in three phases. In the first phase, a number of operations‐management related journals were skimmed to select about 30 research articles related to supply chain concepts and practices. In the second phase, investigation efforts narrowed down to supply chain management research conducted in East Asia and the USA. In the third phase, comparisons were made between East Asian and US companies' indicators of supply chain integration and performance.
Findings
The need to react to market changes and the critical role of the supply chain in meeting this need, and the potential benefits of integrating the supply chain, can no longer be ignored. This potential, however, will be realized only if the interrelationships among different parts of the supply chain are recognized, and proper alignment is ensured between the design and execution of the company's competitive strategy.
Practical implications
The implications for article findings on future research and practice in the new millennium are considered.
Originality/value
The aim is to recommend these findings to companies which are still at the infancy stage when it comes to supply chain management and integration with customers and suppliers.
In this article we will discuss the link between systemic thinking, organizational learning and knowledge management. We will develop a conceptual model to illustrate and explain this link, which will be further discussed throughout the article. The main entities of this model are: emphasis on internal motivation, relations in and among systems, in addition to the development of vision, generation of ideas and creativity. The philosophical basis for this model is systemic thinking. We will thus explain the meaning of this way of thinking, before we discuss the individual elements of the conceptual model.
Evaluating outcomes that document effectiveness, profitability and productivity is essential for surviving in today's human service organization. In addition to being necessary for day to day administrative decision making, outcomes data are necessary when bidding for managed care contracts and competing in a capitated environment. Funding sources, such as the United Way, are also requiring proof of outcomes, as are increasingly sophisticated policy makers, payers and consumers. Historically, program evaluation activities have tended to measure the process of delivering services, rather than the end result or outcome. This paper outlines a ten step process that a hospital social work department followed to develop an interdisciplinary, comprehensive outcomes management program.
In turbulent, highly competitive markets corporate organisations are faced with the dichotomy of “downsizing” their costs, yet at the same time improving the service that they offer their customers. This paper shows how a more market-orientated approach can bring greater benefits for companies. Additional “soft” services can help to tailor a package of customer service and provide product and service differentiation, while inverting the traditional organisational structure can bring customer and supplier closer and lead to greater collaboration. This requires more open communication systems for the rapid capture, transfer and management of information. This has proved difficult in the past, but Web-based technology is changing all of that. The paper concludes that all of these features are essential for a customer-supplier interaction model that can provide the customer with added value in product and service delivery, and the supplier with increased business opportunities.
Process ownership is widely considered as a key element in process-oriented organizations. However, no consistent view on this role can be found in the literature and only a limited insight exists into its fulfillment within industrial practice. This paper reports on the findings from a descriptive research study into process ownership. These findings are gathered through a survey and two in-depth case studies. A main conclusion is that tasks and responsibilities of process owners have a different focus for organizations at an early stage of BPM maturity compared to organizations at more progressed levels. Furthermore, the formal and actual fulfillment of this role may vary considerably. In this paper, we reflect on the implications of these findings for practice and research.
This paper provides a history of popular literature on business management, focusing on the way in which authors have addressed and recommended corporate change. Early texts focused on procedural changes to improve efficiency and productivity, while portraying themselves as “revolutionary.” Many business bestsellers of the last 20 years, on the other hand, have advised fundamental revisions to corporate missions, but have presented their project as one of incremental reform. The most recent texts, within the discourse of change management, reveal a strong tension between an emphasis on a culture of continual change and a recognition that such change is necessarily circumscribed by defining aspects of the organization in which it's proposed.
Despite substantial information technology (IT) investments, many organizations have failed to obtain hoped-for improvements in supply chain (SC) performance. Therefore, we investigate the mechanisms through which IT influences SC performance. Specifically, we use the resource-based view (RBV) of the firm to ascertain how IT can be exploited to obtain a distinctive SC advantage. We do this via a multimethod (survey and case-study) approach at two periods of time. We use a nested structural equation model (SEM) to test six hypotheses. Likewise, we content analyze interviews to contextualize the SEM findings. Importantly, we find that investments in IT make their greatest competitive contribution when they enable a dynamic SC collaboration capability. The findings provide valuable insight to guide IT investments designed to improve SC performance.
Operational-level approaches to process redesign have traditionally focused on “workflows”, or the chronological flows of
activities in processes. It is argued in this chapter that while this makes some sense in materials-transformation processes,
whose final product usually is a tangible manufactured item (e.g., a car engine), this orientation is fundamentally inconsistent
with the communication-intensive nature of the vast majority of processes found in organizations today. This chapter shows,
through an action research study, that a focus on communication flow representations and methods is likely to lead to better
process redesign outcomes than a focus on representations and methods in connection with “workflows”. It does so by developing
a set of research questions based on the communication flow optimization model, and answering those questions in the context
provided by three process redesign projects facilitated by the researcher at a defense contractor in the US.
Just as it was inappropriate to characterize this as the development of a new theory of the firm, it also is premature to
suggest that this commentary articulates a comprehensive customer value-based theory of the firm. The foundation for this
theory was laid decades ago, and the ideas presented in this commentary must be more thoroughly developed before it can appropriately
deemed a “theory of the firm.” However, as marketers, we should be committed to the proposition that the creation of customer
value must be the reason for the firm’s existence and certainly for its success. Thus developing this theory further and testing
the propositions that comprise it should be a high priority for marketing scholars.
From an action research type of investigation, the current paper reports the development of a managerial tool with the purpose to align the economical and environmental aspects in production process by mapping strategy. This study was applied in an Alcohol and Sugar manufacturing industry. The tool is called Environmental VSM (EVSM). After the tool development, future development alternatives are discussed.
Performance measurement is critical to the success of almost any organization because it creates understanding, molds behavior, and leads to competitive results. World-class firms recognize the central role measurement plays in their success and are therefore compulsive about their performance measurement efforts. This research presents findings from a longitudinal empirical study of logistics performance measurement practice. In addition to the survey results, findings from over 100 interviews with leading companies worldwide are discussed. The bottom line is that world-class performance requires superior process measurement both within the firm and across organizational boundaries.
Companies making products on an engineer to order (ETO) basis have traditionally found business opportunities through design and product development expertise and an ability to respond to demands for customisation with improved product performance. However, increasingly, customers are seeking lower prices and reduced lead times, which also require improved manufacturing efficiency. These companies are thus being driven to improve the integration of the design, manufacturing and procurement functions. Over the last decade, business process re-engineering (BPR) has been developed to enable organisations to become process driven and customer-focussed. However, BPR has not been generally successful for a variety of reasons. One of these is the wide range of methodologies available for BPR projects and confusion with respect to the selection of an appropriate methodology. This paper describes an investigation with a number of collaborating companies, to investigate the methodologies employed and their interaction with other company factors. The research included comparative analysis and benchmarking against a general BPR methodology through in-depth investigations with four major companies, work on a shorter time-scale with a number of other companies and a questionnaire survey. The research has shown that some elements of BPR are not applicable to companies in this sector. It is also concluded that, rather than adopt a prescriptive model, organisations need to develop metrics for performance that more adequately reflect their competitive position and the type of project undertaken.
The Internet has grown rapidly over the last 5 years. It is predicted that more than 100 million households will be connected to the World Wide Web by 2002. But what about the use of the Internet in business-to-business supply chain applications? Here, the greatest potential of the Internet is being realized by speeding up communication between customers and their suppliers, improving service levels, and reducing logistics costs. In this article, the authors discuss for the first time how the Internet is being used in managing the major components of supply chains including transportation, purchasing, inventory management, customer service, production scheduling, warehousing, and vendor relations. The study breaks down each area and describes to what extent and how the Internet is being applied. The study also looks at the development of Intranets and Extranets in supply chains.
In this paper, we investigate time management in project based teamworking, a form of work that is seen as becoming a significant feature in many organisations, and consider its implications for accounting control. The analysis is based on a perspective on time in organisations which, drawing on time-geography, considers the management of time in project-based teamworking organisations as part of the organisational actors' ongoing active production and reproduction of their social context. We grounded this perspective in a longitudinal ethnographic study of project-based teamworking, which examined the development process of computer-based management information systems for top executives in a large multinational company. The extended time-geography perspective presented in this paper offers a theoretical framework within which various organisational practices may be explained and provides a better understanding of the social dynamics of time management than is provided by traditional accounting approaches. The implications of this perspective for the use of accounting practices in the management of time in project-based teamworking are discussed.
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