JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org.Indiana University Press is collaborating with JSTOR to digitize, preserve and extend access to e-Service Journal This content downloaded from 128.163. ABSTRACTThe public sector is subject to constant changes. In order to tackle the current financial, social, and political challenges, public sector organizations all over the world need to rethink, adapt, and change their underlying service processes. Prompted by these challenges public managers have turned to the private sector for solutions. By facilitating resource efficiency and allowing for a more straightforward way of service provision, business process change (BPC) assumes a leading role in the transformation of public administrations. Yet, in the past decades many BPC projects both in private and in public have failed to realize their objectives. However, the public sector should not only learn from its own failures, but also from the mistakes made in private sector BPC implementations. A huge amount of case studies exist on the topic of BPC which provide comprehensive reviews of past failures and successes. So far, this rich pool of knowledge has remained unexploited. This paper identifies the main differences between private and public sector BPC implementations as reported in 128 case studies. Based on this meta-case analysis, we juxtapose current consensuses as well as contentious issues.

Pressures to cut budgets and increase efficiencywhile maintaining performance prompted public managers to turn to the private sector for solutions. As a means of rightsizing government, cutting red tape, and reducing bureaucracy, the idea of BPR found its way into the realm of public organizations. The differing characteristics of private and public organizations introduce various challenges when transferring BPR methodologies between the sectors. With this research paper we consolidate the ample literature on BPR success from the private and public sector. We identify the relevant success factors and show that a surprising similarity exists between private and public BPR related success factors. In addition, we determine the specific characteristics and requirements of the public sector highlighting gaps in current literature. Finally, we structure the research gap in five propositions and provide directions for further research. 2012 45th Hawaii International Conference on System Sciences 978-0-7695-4525-7/12 $26.00

Businesses are aching under the burdens entailed by public reporting duties while public administrations are faced with rising cost pressures. Fostered by the diffusion and maturation of information technology, businesses put forth growing demands in regard to the quality, integration and usability of public services. An effective means of meeting these challenges is through the identification and bundling of processes caused by reporting duties. Incorporating corresponding concepts from the business sector, to the authors develop an approach for process bundling tailored to public organizations. The authors demonstrate the approach on waste management reporting duties. This paper provides guidance for practitioners striving to optimize information flows and reduce redundancies within B2G contacts. As a result, both public administrations and businesses benefit from a more straightforward and cost-efficient provision of public services.

Businesses are aching under the burdens entailed by public reporting duties while public administrations are faced with rising cost pressures. Fostered by the diffusion and maturation of information technology, businesses put forth growing demands in regard to the quality, integration and usability of public services. An effective means of meeting these challenges is through the identification and bundling of processes caused by reporting duties. Incorporating corresponding concepts from the business sector, to the authors develop an approach for process bundling tailored to public organizations. The authors demonstrate the approach on waste management reporting duties. This paper provides guidance for practitioners striving to optimize information flows and reduce redundancies within B2G contacts. As a result, both public administrations and businesses benefit from a more straightforward and cost-efficient provision of public services.